{"id":34891,"date":"2019-06-13T11:13:12","date_gmt":"2019-06-13T18:13:12","guid":{"rendered":"https:\/\/www.enxmag.com\/twii\/?p=34891"},"modified":"2019-06-13T11:13:50","modified_gmt":"2019-06-13T18:13:50","slug":"five-reasons-non-producers-dont-produce","status":"publish","type":"post","link":"https:\/\/www.enxmag.com\/twii\/feature-articles\/2019\/06\/five-reasons-non-producers-dont-produce\/","title":{"rendered":"Five Reasons Non-Producers Don’t Produce"},"content":{"rendered":"\n
\"\"<\/figure><\/div>\n\n\n\n

In a recent meeting with a CEO and Chief Sales Officer, I heard the following quote from the CEO: \u201cIf I knew why non-producers didn\u2019t produce, I would be free of problems in my sales organization!\u201d<\/p>\n\n\n\n

I looked him right in the eye and said unequivocally, \u201cI know exactly why non-producers don\u2019t produce.\u201d<\/p>\n\n\n\n

The CEO looked at his Chief Sales Officer with a bewildered look and asked, \u201cDo you know why our non-producers are not producing?\u2019 The CSO just shook his head, then shrugged his shoulders.<\/p>\n\n\n\n

\u201cOk, Mike, enlighten me, why don\u2019t non-producers produce?\u201d <\/p>\n\n\n\n

“Because deep down inside, they don\u2019t really want to produce.\u201d<\/p>\n\n\n\n

This is the \u201celephant in the room\u201d that no one ever addresses or wants to talk about. As managers, we spend too much time trying to help non-producers to produce, rather than investing time in our top producers, who deserve better from us.<\/p>\n\n\n\n

You see, non-producers are in some form of conflict. They say they want to produce, but their actions and activities say otherwise. At a minimum, they want you to think they want to produce, and they work very hard convincing you of this. Here\u2019s the thing: the motivation to be a producer must come from within. Now, for clarity, I am talking about people who have been with the company a year or more with reasonable quotas\u2014not someone who is in their third month with a ridiculously high quota (i.e. the same quota they will have in month 12).<\/p>\n\n\n\n

If non-producers truly wanted to produce, they would. They would find a way to get it done.That would make them producers. They would invest in themselves, seek out the advice of their top performing peers, increase activity levels, work on perfecting their skills, leverage their network for referrals, etc. They would make it happen. They would do what needs to be done.<\/p>\n\n\n\n

Here are five reasons I see why non-producers don\u2019t produce:<\/p>\n\n\n\n

  1. Keeping their job is their top priority. We don\u2019t want to believe this, but it is true. They do just enough to keep their job. Just enough activity, just enough to appear they are working hard. <\/li>
  2. They have mastered the \u201csocially acceptable excuse.\u201d They are quite good at providing the reasons why things don\u2019t work and why their market is different. See #1.<\/li>
  3. They focus on activities, not results. They talk all the time about all the activities they are doing,<\/g> but rarely focus on the results. Activities can make it seem like they are working hard.<\/li>
  4. They don\u2019t learn from failures\u2014making them successful failures. If they truly want to be successful, they must learn from their failures and adjust accordingly.<\/li>
  5. They don\u2019t assume personal accountability for their results. See #2.<\/li><\/ol>\n\n\n\n

    Too many times in my professional career, I have wanted success more for the person I was leading than they wanted it for themselves. I realized a long time ago, that motivation must come from within. I can motivate people in short spurts, but motivation for success over time must come from within. It is my belief that if someone truly desires a career in sales and wants to be successful, they can. It is one of those professions, you get out of it what you put into it.<\/p>\n\n\n\n

    Butler Street \u2013 Management Consulting, Training & Research<\/strong><\/p>\n\n\n\n

    Butler Street<\/a> enables organizations to develop, implement and execute their business strategies through great client relationships and high performing leaders and teams. At Butler Street, we are knowledge-sharing operators; a combination of highly experienced CEOs, COOs, VPs of Sales and VPs<\/g> of Operational Excellence. Butler Street\u2019s key differentiation is that we, as operating executives, have successfully implemented the client and talent development solutions and we have developed the techniques required to customize them with actionable insights specific to your business.<\/em> <\/p>\n","protected":false},"excerpt":{"rendered":"

    In a recent meeting with a CEO and Chief Sales Officer, I heard the following quote from the CEO: \u201cIf I knew why non-producers didn\u2019t produce, I would be free of problems in my sales organization!\u201d I looked him right in the eye and said unequivocally, \u201cI know exactly why non-producers don\u2019t produce.\u201d The CEO looked at his Chief Sales Officer with a bewildered look and asked, \u201cDo you know why our non-producers are not producing?\u2019 The CSO just shook his head, then shrugged his shoulders. \u201cOk, Mike, enlighten me, why don\u2019t non-producers produce?\u201d “Because deep down inside, they don\u2019t really want to produce.\u201d This is the \u201celephant in the room\u201d that no one ever addresses or wants to talk about. As managers, we spend too much time trying to help non-producers to produce, rather than investing time in our top producers, who deserve better from us. You see, non-producers are in some form of conflict. They say they want to produce, but their actions and activities say otherwise. At a minimum, they want you to think they want to produce, and they work very hard convincing you of this. Here\u2019s the thing: the motivation to be a producer must come from within. Now, for clarity, I am talking about people who have been with the company a year or more with reasonable quotas\u2014not someone who is in their third month with a ridiculously high quota (i.e. the same quota they will have in month 12). If non-producers truly wanted to produce, they would. They would find a way to get it done.That would make them producers. They would invest in themselves, seek out the advice of their top performing peers, increase activity levels, work on perfecting their skills, leverage their network for referrals, etc. They would make it happen. They would do what needs to be done. Here are five reasons I see why non-producers don\u2019t produce: Keeping their job is their top priority. We don\u2019t want to believe this, but it is true. They do just enough to keep their job. Just enough activity, just enough to appear they are working hard. They have mastered the \u201csocially acceptable excuse.\u201d They are quite good at providing the reasons why things don\u2019t work and why their market is different. See #1. They focus on activities, not results. They talk all the time about all the activities they are doing, but rarely focus on the results. Activities can make it seem like they are working hard. They don\u2019t learn from failures\u2014making them successful failures. If they truly want to be successful, they must learn from their failures and adjust accordingly. They don\u2019t assume personal accountability for their results. See #2. Too many times in my professional career, I have wanted success more for the person I was leading than they wanted it for themselves. I realized a long time ago, that motivation must come from within. I can motivate people in short spurts, but motivation for success over time must come from within. It is my belief that if someone truly desires a career in sales and wants to be successful, they can. It is one of those professions, you get out of it what you put into it. Butler Street \u2013 Management Consulting, Training & Research Butler Street enables organizations to develop, implement and execute their business strategies through great client relationships and high performing leaders and teams. At Butler Street, we are knowledge-sharing operators; a combination of highly experienced CEOs, COOs, VPs of Sales and VPs of Operational Excellence. Butler Street\u2019s key differentiation is that we, as operating executives, have successfully implemented the client and talent development solutions and we have developed the techniques required to customize them with actionable insights specific to your business.<\/p>\n","protected":false},"author":230,"featured_media":34892,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[1650,82,87,1638],"tags":[3659],"_links":{"self":[{"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/posts\/34891"}],"collection":[{"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/users\/230"}],"replies":[{"embeddable":true,"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/comments?post=34891"}],"version-history":[{"count":3,"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/posts\/34891\/revisions"}],"predecessor-version":[{"id":34895,"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/posts\/34891\/revisions\/34895"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/media\/34892"}],"wp:attachment":[{"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/media?parent=34891"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/categories?post=34891"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/tags?post=34891"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}