Tuesday, May 5, 2020

The Congruence Model

Question: Discuss an appropriate plan of action to resolve the problems. Answer: Sales team is customer focused group of any organization offering products and services in the Industry. My sales team have done pretty well and I have observed pipeline orders getting finished before the deadlines. Unfortunately, I recently noticed that top 3 players of my sales team have declining sales graphs and also there are serious conflicts between Sam and John with both of them blaming each other of sneaking sales orders. This turned to be serious concern as it also affects the overall morale of the sales team. Rather than getting into verbal communication with Sam and John, I got the customer sales reports pulled and the harsh truth is that both are approaching each other customers. Another top gun of the sales team Bob had diminishing sales figures regardless of his long working hours. To solve the conflict, I decided to take help of The Congruence Model because this model have strategy to be applied on work, people, culture and structure and the outcome is performance. My sales are down and team is not in united form so I kept all eyes on this model. After lot more discussion with a senior colleague, few possible solutions strike and were applied as: -Distribution of sales area on geographical basis and thus, nobody approaches each other customer base. (Structural change) -Rewarding only top performers creates a divide so a culture to award those efforts who were close to the targets enhances motivation. (Change in culture) In case of Bob, there was financial crisis situation and to my surprise, it was result of the declining sales because whole sales team was affected with internal grudges and groups. Though Bob was working long hours, he lacked the ability of pushing his potential sales to final orders. The Congruence Model turned positive for my sales team to bring compatibility and I believe that work environment and culture are crucial for the right balance of the workforce.

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