Why setting the bar too low leads to employees missing the mark completely

On the latest episode of Mind Your Own Business, host Jonathan Dawson, founder of Sellchology, poses the question – why do business leaders set their goals and expectations for employees so low? Dawson says he wants to get people to start thinking and stretch themselves to their highest potentials.

After a recent conversation with a general manager, Dawson realized that the dealership had low expectations for the sales employees. Dawson then challenged the general manager to set a goal of 22 cars per salesperson. Although the general manager stated he didn’t know any dealerships making those kinds of sales, Dawson explained to him that there are dealerships out there that complete those deals and more. Dawson also to the general manager that his dealership should be leading the way in sales, not barely outpacing his competition.

Dawson then poses the question – are you asking a goal or a level of production from your team that’s too low? While employees are often content and comfortable allowing themselves to aim low, managers should not appease the underperformance of their employees. Dawson says that dealers don’t necessarily have to set goals, but they should invest in a mission, target, or an objective, that they’re looking to accomplish.

Dawson encourages managers to have meetings with their team to discuss their goals, beliefs, and missions as salespeople. For example, if employees are working 22 days, why set a goal under 22? If it isn’t a goal at your dealership already, then make it one. Encourage your team to do their best, raise their standards and utilize the conversation. In just one month, a general manager who implemented this strategy went from a 13 car average per salesperson per month, to an average of 19 cars.

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