0

Feedback Loops: The Bane of the Experienced

emotional roller coaster broken feedback loop

Feedback Loops are the #1 challenge killing businesses I've seen in over 25+ years professionally. From startups through $100MM multinationals, feedback loops are the Achilles Heel of every organization.

I have also noticed that the awareness of this issue is a clear indicator dividing newbies from experienced executives. If you want to progress, you'd best start looking for broken or missing feedback loops...and fixing them.

You’re going to encounter this problem at every stage as you grow. It is not going to go away. You are not going to magically resolve it.

emotional roller coaster broken feedback loop

Photo by Pixabay from Pexels

Discovering and Resolving Broken Feedback Loops Is A Never-Ending Challenge

As your organization grows to each different size and shape, the feedback loop issue will rear its ugly head again and again. What worked before will break and things will start falling through the cracks again. You'll feel like you're on an emotional roller coaster when a feedback loop issue is near.

Here are a few areas where broken feedback loops impact your business:

> Accurate data needed to make decisions based upon

> Client updates and communication

> Information exchange ** between departments of your own business **

> Communication lines breaking

> Spreadsheets not getting updated in a timely manner

> Projects not updated or followed up on⏤the ball will NOT be moved down the field

> Individuals becoming sulky or afraid or overprotective of their interests or silo-izing and withholding information from other people inside and outside of your organization (it happened between the CIA and FBI pre-9-11 and they’re supposedly on the same darn side…think you’re immune?).

All this and worse will happen as you strain to grow. Do you recognize any of these symptoms?

This Is A People Problem, Not A Technical Problem

And I caution you now: what you think is a Technical problem is actually a People problem. It’s no accident the very first episode of my show is about this issue: You have a People problem, not a Technical problem.

Be ever watchful for the feedback loop problem.

When information is not accurate or available when you need it⏤you have a broken feedback loop.

When people are withdrawing from conversation and not sharing the truth with you⏤you have a feedback loop problem.

When the processes and systems you put in place are demonstrably not being followed⏤you have feedback loop issues.

Again, these are the bane of organizations tiny and massive, from little startups through large multinationals. I’ve seen and operated inside of all kinds, and there they are: the broken feedback loops again.

These issues will not fix themselves.

You must resolve them. They are the #1 problem you can solve in your business, because they lead to swift, accurate communication; fast decisions; good client relations; happy interpersonal culture in your business; and more multiplicative results. There is nothing more important once you are driving revenue that you could be working on than fixing broken feedback loops.

This is an epidemic to be identified and stamped out.

And you must take personal responsibility. Your COO, when you have one, should also be taking personal responsibility in doing so. And so on, embedded into your culture. If people are afraid to speak up, you’ve created that broken feedback loop and I implore you handle that killer problem right now.

What evidence have you seen of missing or broken feedback loops in your organization?

>> Want to explore where and how broken feedback loops are damaging your organization, its performance, and your client and partner relationships? Book a call with Jason to discuss. <<

0

Salesperson Success: A Clear Picture of What It Looks Like

Salesperson success provided as a clear picture to sales staff is what’s missing in most organizations. What the poor salesperson normally gets is this:

  • No targets
  • No coaching
  • No managerial involvement
  • No feedback loop
  • Just a “Here’s your desk, your phone, your computer, the product manuals and the price list… off you go!”

I’ve seen it for over 20 years.

A salesperson is not like a cactus—you can’t simply put them in a corner, feed them leads like water from time to time, and expect them to succeed.

However, as a salesperson it will be most helpful for you to understand you’re running a mini business-within-a-business. You have the same issues as any founder, and you need the same systems working for you.

cactus without leads picture of salesperson success

Photo by Taryn Elliott from Pexels

The Systems of Salesperson Success

The place for you to begin is developing a revenue target.

Whether you know it or not, even if you’re on straight salary, you have a money target. This target must be met every month and it well exceeds what you are paid. Even if your employer hasn’t really thought about it...which is dangerous. And if you have a commission portion of your income, this is even more important.

Thus, to have a chance to achieve and exceed this target, you need to know your numbers.

You also need to be supported by the same four systems every business needs.

The first system is lead generation.

The second system is qualification.

The third system is conversion.

And the fourth system is fulfillment.

As a salesperson, just like a founder because you’re running your own mini business-within-a-business, you need to pay attention to these four systems.

The Four Systems Salespeople Need To Handle

Consider: how many leads need to come into your view so that you have a chance of success... which means hitting your revenue target?

Do you know?

Does the company provide you with that number of leads?

Or is it insufficient flow, and you need to figure out a way to drive leads on your own? (This is not such a bad situation as it may seem, since at least one other key system is taken care of for you: fulfillment. As long as the capacity is available and your employer is competent, you do not have to worry about delivery of the result your offer promises. This is a great relief and one reason to not start your own business.)

Is it clear how to separate those people the organization would prefer as customers from those who they would rather not get into a relationship with?

Is the process of turning some qualified prospects into buyers written down and understood? Is it put into practice the way it is documented?

And can you trust that the orders you take will be delivered upon in a high quality and timely manner? (As an example, I once took an order in the construction industry based on a specific delivery date requirement. I had gone to the production manager and asked to ensure this date was possible. Weeks later when the date came and went, I was the one who received the angry blast from the disappointed customer who was now badly delayed by our failure. The production manager shrugged when confronted. I quit soon afterwards as I could no longer trust their fulfillment system.)

Clarity On The Picture Is Key for Winning As a Salesperson

Getting clarity on and belief in these four systems is critical to your picture of salesperson success. You will hold this picture up as the standard by which to guide your actions.

Don’t have enough leads coming in from the company to hit your revenue target? Now you know you need to do something to get them.

Unsure how to qualify good prospects from bad? Now you know you need to do some information interviews inside your company to find out.

Struggling with converting qualified prospects into customers? Now you know you need some sales training and coaching.

Taking orders without being certain your employer can fulfill them in a timely and high quality fashion? Better get that taken care of.

Imagine the sense of personal power you’ll have when you absolutely know these four systems are handled. Every month, right on schedule, the right number of leads enters your funnel. You or your automated system (hint) filters them so the majority of your effort—remember the 80/20 Rule—goes into speaking with qualified prospects and converting some into buyers. You do this in full confidence and harmony with the fulfillment departments of your employer, who you trust to deliver a great experience and outcome for the buyer.

This is the picture of what salesperson success looks like, and the four systems that combined are the engine to support it.

>> Click here to book a consultation with Jason Kanigan <<