Streamline Sales Performance Appraisal for Research and Development

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the metrics that we have are not wrong they're just incomplete right the way the standard metrics that we have to measure our own success in our company's profits and where revenues you better whatever you want to use and the standard metrics we use to measure our own wealth there's nothing wrong with those they're just incomplete that's like saying you know when I chose to marry her she's really good-looking important and you see a good person should she bring the best out in me you know how is she in times of stress like will she look after me will I look after her will she let me help her you know in other words there's more to it and it's the same for businesses so what I'm what I'm learning to do is to understand those balancing metrics so I'm now very interested in things like momentum right where I want to measure momentum as much as I want to measure accomplishment or sheer numbers so for example the traditional way in which we measure this is this is really funny this is an inside joke you won't get can I have that pad if you still have it back there please or not never mind the traditional there was a whole debate before I don't need the pad I don't need the patent they said we'll keep it here in case you need it I'm like no I don't need it now I need it anyway I'll just do a visual thing so the way we traditionally measure success is we give someone a goal right we say meet this financial goal and then what we do is you're the best so here's what we do we give somebody a financial goal we say hit that goal right and what we do is we don't we don't know how they got there right they beg borrow and steal the morale and their team is if they're doing well it's high when they're doing badly it's really low they can't hold on to employees or team members they keep quitting or getting fired and it's kind of a mad dash and then on the right day on the right time they hit the goal and we give that person a bonus there's another person who's building a team morale is really good all the time whether it's good times are bad performances not crazy highs or lows it's just the steady growth the team gets along great and at the end of the financial year that's where they end up and they miss their goal we don't give that person a bonus and so what I'm starting to pay attention to is momentum right and how we got somewhere clearly clearly this person's going to hit their goal in 16 months or 17 months but to the rest of the organization we told them don't do this we told the rest of the organization do this so what ends up happening is we are incentivizing behavior that's actually bad for the organization and bad for the team because we make this the end-all be-all so what I'm considering is not just were they able to hit the goal but how how is the momentum and in reality I want not to give this person a bonus and I want to give this person a bonus because whatever they're doing I want them to do more of that because in long term this is way more valuable to my company than this and it's same with my own life like I'm starting to think in terms of momentum so it doesn't I don't really care what my book sales are I genuinely don't care what I care about does it keep selling because what that means is my message is relevant enough that there's still demand for it with no marketing I'm not out there Hawking it because I know if I turn up the marketing dial I'll see the numbers go up I want to see can it sustain itself so so unlike a lot of other people in my business you can become an Amazon number one bestseller it's really easy you get all of your friends to buy the book in the same hour because the algorithm recalculates every hour and you can launch your own little self-published book get all four into bed and in your category you'll be number one and for the rest of your life you're a number one Amazon bestseller you can hire a company to make you a New York Times best seller and you only need to make the New York Times best seller list once one week and for the rest of your life you're a New York Times bestselling author it's all or get all your friends to give you five stars on Amazon you've got a five-star book and you don't you sell one book a year I don't have any I don't ask any friends to write any Amazon reviews for me I don't ask anybody to buy a book at a certain time I've never hired a company to make me a New York Times best seller and the reason is because I actually want to know I actually want to know is that really a four and a half star book is that really a two and a half star book has I have I offered the world something of value I actually want to read the valuable criticisms because I actually care about my long game I want to know that the value that I'm providing can sustain without me pushing it so in my own personal life and in my business I'm looking for new ways to understand and measure momentum and I'll add one other thing because I can't help myself I give long answers plus I just think this is really interesting so I work with the Navy I've worked with the Navy SEALs and I asked them like who do you how do you pick like the guys that go on SEAL Team 6 right because they're the best of the best the best the best and they drew it they drew it graph from me and on one side they drew they wrote the word for performance and on the other side they were they wrote the word trust the way they define the terms is performance on the battlefield and performance off the battlefield so this is your skills this is did you make your quarterly earnings whatever however want to translate it right performance its traditional this is how are you off the battlefield what kind of person are you the way they put it is I may trust you with my life but do I trust you with my money and my wife they're seals this is what they told me nobody wants this person the low performer of low trust of course of course everybody wants this person the high performer of high trust of course what they learned is that this person the high performer of low trust is a toxic leader and a toxic team member and they would rather have a medium performer of high trust sometimes even a low performer of high trust it's a relative scale over this person this is the highest performing organization on the planet and this person is more important than than this person and the problem in business is we have lopsided metrics we have a million-in-one metrics to measure someone's performance and negligible to no metrics to measure someone's trustworthiness and so what we end up doing is promoting or bonusing toxicity in our businesses which is bad for the long game because it eventually destroys the whole organization the irony is it's unbelievably easy to find these people go to any team and say who's the and melt they will all point to the same person equally if you go to any team and say who do you trust more than anybody else who's always got your back and when the chips are down they will be there with you they will also all point to the same person it's the best gifted natural leader who's getting who's creating an environment for everybody else to succeed and they may not be your most individual highest performer but that person you better keep them on your team [Music]