The Noss Method

The Noss method is a straightforward system of organization and management of the sales force designed to have an outstanding effect in the life of the organizations that adopt it.


The method spans over three levels:


A) The first level: The right person in the right place


An organization is a group of people who carry out different working activities, all aimed at a common goal.

The more clarity there is in what the individual is called to do, the more positive the group results will be.
However, clarity often stops at the title stated on the business card. Area managers, product managers, controllers are useful indications, but, on their own, they don't say much about what the company expects from the individual on a daily basis.
In an organization, you need more in order to make things function properly.

The first point of our method ("The right person in the right place") invites you to reflect on the role and the work, right down to the finest details, with a constant clarification that every boss is called to provide, and for every company position that refers to him. Our thesis is that only paying relentless attention to the adherence of the single person to the role that he/she is called to play in an organization, will allow for results to be obtained.

Clearly, the theme has two sides: the clarity of the role, which is not always ensured by a simple organizational chart, and the adequacy of the person responsible for occupying that particular place.


B) The second level: Role and Performance


Once the organization is set up in terms of the right person in the right place, the boss hasn’t finished his task. Indeed, it could be said that this is the moment when his action begins to bear fruit, and visibility and quantifiability become apparent.

Once the work tool (the organization) has been finely-tuned, it is time to make it work at full capacity by pushing its capabilities to the extreme.
To do this, it is necessary to start from the detailed role shared by the collaborator while using some essential control / evaluation tool.
 This is the PARRMI model, which, based on six parameters (detail, coaching, meeting, feedback, motivation, intuition), identifies the key points of the managerial action and introduces the fundamental concept of a role identity card.


C) The third level: Differentiation


Once the first two levels have been developed, the organizational situation should be outlined and clear. You should have the right people in the right place, with defined roles and clear tools to manage groups. You should, then, have a clear scenario of who, in the various teams, stands out, who works to a high performance level and who, unfortunately, trudges through and struggles with daily activities.


The next move is therefore very simple: translating these divisions into groups and performing concrete actions. Give more to those who display excellent performance, encourage those who perform well, and help those with insufficient performance to look for a new role.