Exploring Managers’ Experience in Providing Feedforward to Improve Salesperson Performance

Abstract

The purpose of this study is to explore experiences to help managers bring about change through the behavior of salespersons by using feed-forward, a new approach to performance improvement. To this end, a qualitative study was conducted focusing on the performance improvement experiences of 7 sales managers with more than 3 years of experience and the stories of providing feed forward. The results of the study are as follows. First, through frequent and diverse communication, the salesperson's strengths were found and the speed of work conversion and growth was increased. Second, empathy was given with sincere praise for rational performance, so that they could focus on their future potential and motivated them on their future direction. Third, the influence of bringing about change through the delegation of managers was emphasized so that salespeople could take the initiative in handling their own business by putting their knowledge into action. Fourth, various strategies were conceived and practiced in order to keep all possibilities open and expand thoughts so that the message about goal achievement would not be one-sided and oppressive. Fifth, for the most important performance in sales, we focused on building sales stamina so that sales staff can experience a lot of success experiences so that they can immerse themselves in follow-up opportunities with confidence. Sixth, in the course of sales activities, we utilized an approach to seek growth through cooperation by utilizing all the people and resources involved, and to make a breakthrough in the event of an issue by realizing that we are a partner.