It has become obvious through our many consulting engagements, that most organizations need to proactively and strategically develop a Team Commitment To Objectives and Goals.

Throughout the course of our consulting work, The Beveridge Consulting Group is often exposed to the frustrations of the evolving role and interaction between sales and other functions of the company.

During the consulting process we often ask the question:

Some time ago for example, one of our clients was wrestling with developing a team commitment between the sales team and the inside customer service representatives. In this instance, the responses were interesting, outlined below and we are sure you will see some of your organization in the responses:

• Be more than cooperative to educate the inside staff.
• Sales representatives need to let go and not control.
• Sales reps are uncomfortable with lack of knowledge of inside people.
• People have been thrown in while the volume is heavy so there is no time to help each other and train.
• Baptism by fire.
• Need for better training.
• Provide customer service representative more direction from the sales representative.
• Clarify policy and procedures.
• Sales representatives are not always honest with deadlines or they provide a sense of false urgency.
• Sales representatives have to assume responsibility.
• Customer service representatives have to ask more questions.

Most organizations that we come across would benefit by implementing what we have termed TCOG - Team Commitment To Objectives and Goals. TCOG is a system whereby we "take the mountain to Mohammed." TCOG is equally a system that allows management to keep their finger on the pulse of the organization while continually showing interest, commitment and support to and for the field.

TCOG consists of field audits of each district by an executive management team made up of the company's key leaders (including rotating staff executives). It is recommended that every six months each sales district schedules and hosts a TCOG meeting. Every TCOG meeting would include the district's sales representatives, sales managers, and management personnel from other functions such as customer service, manufacturing, R&D, MIS, distribution, executive management, engineering, and others on a rotating or as-needed basis.

The TCOG team should plan a one-and-a-half day field visitation to each district for the purpose of "showing the flag" and thus:

• Demonstrating a willingness to "hear" the field personnel in a hands-on manner.
• Become closer to the activities of the sales organization.
• Illustrate a real concern for the execution of the company's goals and strategies.
• Insure a team commitment to the goals and objectives.
• Enhance communication between the sales representative and all other functions.
• Better meet the needs of the customer.

The meeting itself should not be a round-table, off-the-cuff presentation. Each meeting should follow a preordained format and would cover the same subject matter. For example, the following may be used in developing this TCOG meeting format:

1.  The sales representatives give a ten to fifteen minute "State Of The Territory" report. This report might include:

• Actual sales to date versus plan.
• Customer-specific opportunities that require immediate action from the "team."
• Future opportunities.
• Innovations and new ideas to grow sales.

2.  The assembled TCOG team should allow the presentation to conclude without interruption. But following each sales representative presentation, the TCOG team members must question for clarity, understanding, and agreement as to whom needs to do what by when.

Note that the consultant is not recommending that the sales representatives start handing out assignments in their presentations. Participating managers must insure that a free flow of information and ideas is being exchanged in a collaborative environment.

3.  One of the participating functions would then be expected to provide an overview of the issues they are currently confronting. Following their report, the TCOG team (sales and other functions) would question for clarification to determine what must be done.

The TCOG meetings are not to be "inquisitions." They are not to be feared assemblies of management. They should be positioned as opportunities for the district personnel to help themselves, help other district personnel, and to illustrate their own effectiveness in their position.

A key aspect of the TCOG process comes after the meeting concludes. It is recommended that the following take place after each TCOG meeting.

4.  District management and operations management meet independently to assess the progress, effectiveness, and commitment of the team and together determine:

• How they will monitor the plans derived from the TCOG meeting.
• If any corrective action need to be taken.

5.  Each non-sales member of the TCOG team should be invited by the sales team to spend a half-day in the field calling on key customers. Ideally, these are customers who were addressed during the TCOG meeting. This will provide valuable learning opportunity to the non-sales TCOG team member relative to the needs, wants, desire of a key customer.

This article is provided by The Beveridge Consulting Group www.beveridgeinc.com™