Each sales rep needs performance objectives, enabling actions, training formats, measurements, and evaluation. A manager must track forecasts, stack rank forecast accuracy, monitor pipeline activity, understand and inspect field hours, and measure metrics such as prospect calls, resulting appointments, calls to close ratio, win/loss ratio, and attainment vs. quota. These measuring tools are the basis for setting development programs in motion that are customized to the individual sales person. Above all, they must make sales calls with all of their sales reps. Since they are working with veterans, new reps, and new hires each will have different development plans and probation components. A good sales manager knows how to set these up. The chief outcome will be a responsible well managed program to establish job performance criteria, write performance reviews, conduct performance reviews, recognize acceptable and superior performance, counsel marginal performance, address unacceptable performance, probation, and termination. These are all part of the job!