So for marketing, they have a performance goal of Hubs.  Those hubs have to be of a certain quality level, acquired at cost per acquisition price with an expected payback period within a specified time frame, and they must demonstrate good judgment with regards to the company (no gaming the system).  Now, that the performance metric is set, startups often don’t have the history of data required to set accurate performance metrics and are often in a state of frequent change.  When that happens, sometime performance metrics need to be paused and taken up to a higher level, or reset because a new major variable is understood, so you will need to be flexible.

Let’s say that the business isn’t working out and you’re going to have to pivot.  The new decision point is going to be able to figure out if you have a business that is worth investing in before putting performance metrics in place.  This is where the ultimate performance management is put in place.  Will the company survive?  Fail and everyone is out of a job.  Succeed and refine performance objectives to drive the business.

A 20 year employee of a major company has risen to a senior sales role.  Two thirds of their territory are performing above plan, and one third below.  The one third below is pulling the entire sales organization below plan.  The territories that are under performing don’t have any special market challenges - It’s a management issue.  The senior sales exec has been ineffective at helping the under performing team.  The senior sales exec has 20 years of positive reviews and HR won’t support firing them.  The senior sales exec is also well like by their employees and is seen as a positive force in the organization.  But, the overall market is growing over 10% and the executives are putting pressure on you to fix the problem.

Big companies can be highly political and even though an employee can be strong in many facets of management, it’s not uncommon for one or two major weaknesses to be present.  My take is that since there are strong performing teams that the problem is isolated to a few regional managers.  The senior execs weakness is poor performance management.  It may be because they’ve worked with the people a long time and feel loyalty to them or because they can’t deliver a tough message.  Either way, the senior exec needs help.  I suggested two things.  One, taking one of the good performing managers and expanding their territory to include one of the poor performing territories.  Second, removing the poor management, and hiring a replacement.  If the senior exec resisted the help, to place them in another job since you’re unable to fire them.

How would you handle it?

I have the Colts winning big!

My first test with Google Maps found my location without GPS service which is a big plus since my Blackberry tends to get crummy GPS reception.  It has a cool street view where you see the actual street where you turn.  Very cool.  I don’t think this looks good for AT&T Navigator.

My second text says “Hi, Sorry, I wanna alright.  So hello.”  I can’t remember the actual message, but this text has “Hi” right, but that’s about it.

The next thing I need to figure out is how to keep all my contacts synced.  I’ve got Google Sync doing my contacts from Google contacts to my blackberry (I love the Google Dedupe), but I need a way to sync them to Skype as well as  sync them from My Google for Domains Contacts to my personal contacts.

It’s a pain to switch my number, but I think I’ll give it a try.  At least I don’t have to give up my mobile number.

When I look at entrepreneurs that have created successful businesses, the first successful business is often one where they couldn’t afford failure.  The second is a labor of love.