200%? Why Not 413%?

Oh Linked In…you giver of many lessons. Last week as I’m browsing through Linked In, I run across a “VP of Sales” who laid this egg:

“Every day is important for you to perform at 100%. But the even more important days to double-down at 200% are the days your sales leaders are off the floor or out of the office.”

There was more “rah-rah” nonsense, but what I really want to laser in on is the “200%” comment. Why, instead of 200%, don’t we give 333%?” Or 400%? I mean, if you want to be a true rock-star sales person…I’ve found that one needs put forth around 413% for real success!

It’s absurd. For so many reasons. 200%? What does that mean? If I'm working a 12-hour day and the sales leader is gone for the next week...does that mean I should be working 24-hour days until he/she returns? How do I measure "200%" effort?

Another thing that I just don’t understand is the reasoning behind a post like that. Is it:

· If I post this, senior management will see what a “thought-leader” I am and promote me!

· If I post this, my team will see this and work even harder!

· If I post this, Linked In will see I'm super-inspirational and follow me!

It’s a tone-deaf message, at best. It’s an unrealistic message. And it also seems to suggest that as a “sales leader” this VP doesn't trust his team. Is that the message you want to send as a leader? "Hey, I trust you...but only when I can see you." Nothing gets your team kicking ass like them feeling as if they've earned zero trust from you. Just go ahead and install a nanny-cam.

But the worst part? There’s nothing of substance. I spend a lot of time thinking about content I want to share. For every blog I post, I've abandoned 4-5 others. I don't want to give sugar-water content...I want people to read something and feel like it was time well spent.

Do you, dear readers, feel like you've learned anything if someone writes "don't just give 100%, give 200%?" Of course not! At least I hope not...because if so, I need to go ahead and delete my blog!

I want you to imagine that you report to this "sales leader." Where would you start? How would you translate his ask into tactics? How would you know if you really are delivering "200%?"

I get it, we hear it in sports lexicon all the time and you may be thinking "this guy is just trying to motivate his team to push harder." Perhaps. But, as leaders, these kinds of cryptic, fluffy messages only confuse our teams. A confused team, a nervous team and a team without clear expectations is a team set-up for failure.

We set goals for a reason. Goals need to be “SMART” (a refresher: Specific, Measurable, Attainable, Relevant, Time-Bound). Goals give clarity, reduce confusion and allow for laser-focus.

Working “200%” isn’t measurable and it’s not attainable and it’s not specific. Think of it this way: If I were to tell you to go out for a run and give 200%...what's your first thought? "Well, how long am I running for?" 200% for a 50-yard dash is different than 200% for a marathon, right? That's why goals need specificity.

If you have concerns about what your team is doing while you’re out of the office, create real goals (and rewards):

· Team, while I’m out next week, I want us to hit 30 calls a day.

· Team, while I’m out next week, we need to set 10 demos by the end of the week.

· Team, while I’m out next week, let’s find a way to close two renewals.

And if your team hits those "stretch" goals? Reward them!

Asking your team to “work 200% while I’m out” accomplishes nothing, spreads confusion and hints to your team that you don’t trust them to do their best at all times. If you truly want your team to give you their best, you as a leader have to do better than setting generic, uninspiring demands.

Anyway...I’m off to work at 413% you slackers!