HARDISON’S TIPS – SEPTEMBER 15, 2021 – Focus on Activity Management–2

HARDISON’S TIPS – SEPTEMBER 15, 2021 – Focus on Activity Management–2

To answer those questions, you’ll need to quantify your performance. As I note in my book, Beyond the Mountaintop: Observations on Selling, Living and Achieving, “Good sales data may cause you to change your behavior so your efforts are not wasted. Once you understand the activities you should focus on, you can devote more time and energy to these areas. Ultimately, it will help you make better decisions.”

In other words, the right sales and sales management processes matter; but making sure you are following the right processes depends on measuring the right things.

Measuring the Right Things

Most salespeople and Sales Managers use metrics. Their CRM system provides snapshots of progress and performance. Unfortunately, most sales metrics are little more than post-mortems. They are backward-looking rather than being meaningful in real-time; AND they often don’t truly matter to reaching the ultimate goal. The way most salespeople use metrics is to validate activity, not productivity. It is the challenge and responsibility of the Sales Manager, on the other hand, to make sure metrics are in place to measure productivity and real progress toward sales goals. For that to happen, the Sales Manager needs to understand and manage both leading and lagging Key Performance Indicators (KPIs).

Leading indicators are predictive measurements. As I say in my book, they “are the ‘warning lights’ that something isn’t working or something has gone wrong. These warning lights allow you the opportunity to intervene before it is too late… [and] take corrective measures.” Not having enough prospects in the pipeline, or not spending enough time on prospecting, could be leading indicators for future dips in sales. Leading indicators empower you to be proactive and ward off a sales crisis before it happens.

Lagging indicators, on the other hand, give you a look in the rear view mirror. This perspective can be somewhat valuable, too, and you can, and should, take corrective actions based on what you learn from “after the fact” data. But lagging indicators only enable you to be reactive. Again, they are tantamount to an autopsy. They help you see what went wrong, but cannot help you avoid the problem before it is too late. Lagging indicators might include quarterly sales data, such as deals that have actually closed during the period. This is good information to track; it’s just not that helpful in real-time.

From his success on the sales floor of an automotive dealership  to becoming a veteran trainer and then the adoption of technology for Internet-based marketing, his career has evolved to deliver the skills and tools needed to help consumers. Richie Bello combined his automotive expertise with his robust desire to “take care of the customer first” to become an automotive influencer, published author, and renowned trainer.  Bello absorbed the wants and needs of consumers as he worked up the ladder of the automotive industry.

Over the thirty-five years of his career, he developed strong Internet marketing skills, leading him to developing software solutions that create ease for consumers, and helps dealers improve relationships with customers. Innovation drives success. And, for Bello, it’s in his DNA. took years to come to consumers and arrived in a timely manner, during the 2020 Pandemic. With over 6 million vehicles on the site, features that help consumers deliver, finance and warranty, Bello has met the retail digital age head on.

Bello also is founder of Richie Bello Institute of Leadership and Management, a 501C3 not for profit, dedicated to the recruitment, education and employment of veterans into the automotive industry. Visit


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