The 90-Day Action Plan (Part I)

A Proven Method that Increases Sales Commissions
By Dr. Larry Craft

A few years ago, a major insurance company brought me to Grand Rapids, Michigan to conduct performance appraisals on a dozen of their agents. Some were top producers and others were on the verge of being terminated. The sales manager wanted to find new ways to motivate his sales staff and joined me throughout the next two days as a silent partner. In my initial meeting with the manager, he reviewed the successes and failures of each of the agents I was about to interview and gave me his impressions of their potential. Prior to taking on the assignment, I had understood that my purpose was quite clear: to show a measurable increase in each agents' sales commissions over the next 90 days. To that goal, I was committed.

Prior to the meeting, each of the agents had taken the 20-minute CraftSystems' personality profile to assess their drive/motivation and the 10-minute timed intelligence test. The manager provided me basic production data on each agent. I knew I only had an hour with each agent and I had to work backwards from my commitment to make a difference in their lives. In order to achieve that goal, I first had to find a way to eliminate every possible objection or excuse before it was raised by the agent. In addition, I had to find a way to 'bond' with each agent at a professional level and a personal level. I began each interview by reviewing their personality profiles' CPQ Compatibility Charts and getting 'buy-in' as to their accuracy and insight.

We initially discussed the Good Impression scale and its importance. High Scorers (over 60%) were more likely to find excuses or employ ego defenses during the interview. Low Scorers (under 40%) were much more open and honest about their shortcomings and problems. I then discussed their Social Confidence scale and its importance. High Scorers typically felt like 'victors' while Low Scorers often felt like victims and 'stuffed' their problems until they were unable to cope with them. Skepticism was the next scale we reviewed. High Scorers indicated that they would be skeptical of my intentions and closed to my suggestions while Low Scorers were open and willing to accept my recommendations and counsel. We then discussed their Need to Nurture. High Scorers required a warm and 'fuzzy' friendship with the manager and staff while Low Scorers preferred a more professional, 'arm's length' relationship. Discussions of these four scales contributed to the bonding process and helped reduce the excuses and the defenses that can disable the process.

Saving the drive/motivation scales for later, I then pulled out a summary outline form that guided me through the next 45 minutes. The form had plenty of room to take notes and was organized into three sections: The Past, The Present, and The Future. At the bottom was a space for the salesperson to make a public commitment for the next 90 days. Just above it was a special statement that spelled out the difference between a Goal and a Commitment: 'Failure to reach a goal reflects a lack of motivation; failure to reach a commitment reflects a lack of character.'

The rest of the interview was dedicated to discovering that single sales activity that could be accurately measured and achieved without excuses. After conducting in excess of one hundred 90-day Action Plan interviews over the past decade, I had heard every possible excuse and cause of low productivity. I finally learned how to ask the 'magic question' and receive a commitment that increased productivity and changed lives.

(Continued-see article library for part II, or click here)

Assess the Assessment! If you are a manager with 10 or more employees, business owner, or a consultant, we invite you to complete our complimentary 10-15 minute CPQ personality profile and receive its personalized reports as well as a copy of Dr. Craft's "Developing HorsePower" audio cd. All information will be kept confidential and will not be distributed without your written permission.