Need Leadership Support for Your Strategy? Bring the Receipts

Commercial leaders know coaching and performance management are important. But when it’s time to approve budget, even the most vocal supporters can go silent. 

As a learning and development stakeholder, you’re competing with dozens of other priorities, and unless you can prove your program delivers measurable results, it may never get the green light.

As Echelon’s Ed McCarthy puts it:

“It’s not that leaders don’t believe in coaching, they do. But in today’s world you have to make it impossible for them to say no. That means giving them proof, not promises. As the kids say, you need to bring receipts.”

Effectively Addressing Performance Issues 

Effective performance management is a great place to start in terms of where to start. 

Why? A few reasons.

First, it’s a common issue that most first- and second-line leaders struggle with. Too often, managers allow issues to fester and hope that a former top rep might “snap out it out” on their own. They hope  those “red flags” won’t snowball into a P.I.P. 

Second, a field sales team can see measurable improvement in performance in as little as 45 days with an effective performance intervention. When your measure of time is quarters, trimesters and years, 45 days doesn’t seem like that long. 

Finally, there’s a proven approach. 

Echelon’s Raising the Bar on Performance Management™ is a proven approach to creating measurable and meaningful impact on your team’s performance. 

It’s not just another leadership workshop. It’s a hands-on, research-informed approach  that empowers managers to act *before* performance issues spiral. In a matter of weeks,  you’ll have the hard data you need to make the business case for your leadership development strategy. 

Inside the Program: The Performance Management Cycle

Raising the Bar™ is built on  a four-step  cycle  to create lasting behavior change:

1. Plan:  When it comes to performance management, it’s not *just* about the (dreaded) conversation, it’s about your plan. And first-line managers need a plan that focuses on clear, time-bound goals. This is the time to clarify expectations and get “on the same page” as your team member. From senior leadership’s perspective, they see performance conversations grounded in clear goals, not subjective impressions.
2. Observe
   Getting on the same page as your team member means being clear on what you see - or don’t see. Too often first-line managers choose not to see “red flags” and “yellow flags” which, in hindsight, were a symptom of something much larger. 
   Early detection shows senior leadership that issues can be addressed before they become costly HR problems.
3. Engage
   A structured approach to even the most difficult conversation is vital for success. We ensure that your managers are focused on getting to the root cause of performance issues with a “seek to understand” approach that reflects the dynamics of your business.
   
   
4. Follow Up
   Accountability is key. If your managers’ plans don’t include a structured approach to follow up, there’s a strong likelihood they’ll find themselves back at square one before they know.
   
   Documentation creates the “receipts” senior leaders demand, evidence that performance is being managed systematically.
   
   

Making the Case Internally: Ed’s Advice

If you’re presenting Raising the Ba on Performance Management™ to your leadership team, think like an internal salesperson:

• Start small: If budget is tight, launch with a pilot group to prove impact and make scaling easier.
• Lead with data: Use built-in measurement tools to show gains in follow-through, turnaround times, and retention.
• Tie to strategy: Position performance management as a lever for the company’s biggest goals, revenue growth, compliance, or talent retention.
• Highlight risk reduction: Emphasize how structured documentation lowers legal exposure and protects the brand.

The Bottom Line

Performance management is about decisive, fair action that drives measurable results. Raising the Bar™ gives managers the framework to spot issues early, take consistent action, and create a record of impact that leadership can’t ignore (we encourage you to reach out to us if you'd like more information).

That’s where our latest guide, What Really Drives Sales Performance?, can help. Based on 470+ real-world coaching reports across five pharma teams, it reveals the specific habits of top first-line managers and the leading indicators that predict sales success.

If you’re ready to coach with precision, prove your impact, and get more reps hitting their number, download a copy.