In today's blog post, I want to share with you the practice of the Weekly Individual Meeting (WIM) so you know about this concept, have a little bit better structure for holding salespeople accountable, and you can feel a bit more confident in the process.
When I came up with the idea of the WIM, the frustration was, managers in Northbrook and downtown Chicago had group meetings where they talked to their salespeople throughout the week here and there. But there wasn't a structured time to have a one-on-one conversation. Conversations about accountability, pipeline, and debriefing calls.
The WIM is meant to be a set time where you have one-on-one time with a salesperson, where you primarily talk about accountability (like their cookbook, their behaviors, what some of the results are, what kinds of revisions they have to do, etc). But the WIM can also include a pipeline review, debriefing calls, and setting up some pre-call strategy time. The thing I would caution you on is don't bring too many concepts into the WIM.
It was originally designed as strictly an accountability meeting, but I understand the frustration managers have that it's hard to get that one-on-one time and there's more to talk about than just the accountability. If you want to blend in accountability and pipeline, or accountability and debriefing, that's okay. The best practice, though, is to always start with accountability.
These meetings are meant to to give you time to talk about those non-urgent but really important things.
Daily behaviors, number of calls, number of appointments set, number of referrals, ask for those sorts of things that typically don't get talked about in those catch people on the fly kind of meetings. The WIM is meant to have an isolated time to have a very targeted discussion on those kinds of topics.
Ask yourself the question:
What can I do in my structure of sales management to create a better WIM culture?
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