In any administration, there are four basic processes: planning, organization, direction and control. In commercial organizations, and in them, between agents and / or sellers, the one that presents the most difficulties in its application is CONTROL. And this is due to the fact that said process is understood rather as authority, dominance, with a strong emphasis on almost absolute subordination, thus producing the rejection of the control action or actions that are to be carried out.
The agent, the seller, the promoter, or whatever the sales professional is called, is a character who, after a maturing process, most of the time, considers that he already has enough skills and knowledge to "be controlled "And, therefore, rejects supervision, periodic reporting and" interference "with respect to their work. Unfortunately this opposition to "control" or "supervision", is quickly transmitted to those who are in the process of development, and suddenly the leaders find themselves almost facing a "revolution", which if they do not know how to handle it will make it almost impossible to know and anticipate the progress of what is planned in terms of the objectives of the organization and the most dangerous, being able to make the rectifications or adjustments in a timely manner in a preventive work. Outcome? - Most organizations change the Leader and / or initiate a process to change their sales force.
Although I think that we are all clear on what CONTROL is, I consider it pertinent to review some definitions, such as Tony Robbins': “… the process of regulating activities that ensure that they are being carried out as planned and correcting any significant deviation” - The by James Arthur Finch Stoner:: "Administrative control is the process that ensures that the actual activities are adjusted to the projected activities" - Let us also remember Henri Fayol's: "It consists of verifying if everything is carried out according to the adopted program, the orders given and the administrative principles… Its purpose is to point out faults and errors so that they can be repaired and their repetition avoided "- All of them, without exclusion, lead us to the fact that control is basically the means to ensure that what is being carried out is according to plan, giving us at the same time the possibility of correcting deviations or errors in a timely manner. Therefore, we cannot at all deny its importance.
The problem of its application lies, in my experience, in the way it COMMUNICATES and conveys the need for its action. And this, because although it is of interest to meet the objectives of the organization, it must primarily make its results coincide with those expected by the executor (vendor, agent, consultant, etc.), that is, their personal objectives. If there is dissonance between them, the rejection of control will be greater, since it does not make sense. Therefore, communication must be related to these personal objectives and CONTROL be perceived as an element of SUPPORT to achieve them. Undoubtedly, MOTIVATION plays a preponderant role in determining what you want to achieve.
CONTROL just to CONTROL, is one of the evils that we sometimes observe in supervision and that leads to its rejection. Mandatory request for reports and then not reviewing or sharing them with the producer is the worst of mistakes. In these analyzes, as a result of the control, the basic objective is to know not only how much, but also how the activity is being managed, in such a way as to congratulate (compensate) for a good result or support for the required improvement, and correcting, jointly, the deviations that may have been observed. The "how much" is a result that comes from the way "how" it was obtained, and when you stop here, it is when you obtain more valuable information than just numbers or figures.
A third element to consider of the CONTROL is the determination of the patterns or standards, which are a measure to quickly establish if the results or actions are above or below the average of what is expected (what is planned). Generally, these are applied to results, without analyzing whether the average activities to obtain them have been fulfilled. Such as, for example, prospecting, the number of calls or contacts, or the number of interviews, as well as the very methodology for their execution. Knowing the “how” over the “how much” facilitates the analysis of the cold figures and empowers SUPPORT over CONTROL.
Without a broad prior explanation of the usefulness of the "CONTROLS " to which the producer must submit, the risk of rejection is greater. The reasons why, for example, the daily or weekly reports, and the utility that their analysis provides to the producer in terms of repairing the errors or faults that he is committing, and thus anticipating a negative result. The results are a consequence of previous actions, and that is where CONTROL and therefore SUPPORT should be focused.
CONTROL is one more element that the Leader must integrate together with MOTIVATION, DIRECTION and SUPPORT to his followers. Most, if not all, of us work for personal objectives, which we must align, as much as possible, with those of the company or company, otherwise, any requirement of it will seem exaggerated and impossible to meet. This alignment must be "worked" by the Leader with each of his leaders, in such a way that finally, personal aspirations and goals, come closer and / or coincide with those desired, and thus MOTIVATION will be reinforced. If this does not happen (due to lack of interest), and their aspirations are lower than those required by the company or company, it is very possible that the error is found in the recruited profile.
Douglas McGregor, author of the famous Management book “The Human Side of Organizations,” says: “Authority is not an adequate means of getting people to commit to goals. Other forms of influence are needed to achieve this integration (personal and organizational). Theory Y indicates the possibility of gradually dispensing with external forms of control as a greater commitment to the objectives of the organization is achieved ”.
A hug.
Freddy hayvard
