Sales management is not a power position. It’s a service position. If serving your people interests you, it will be a highly rewarding position. If it doesn’t interest you, it won’t. Simple as that.
1. Focus on your people, and the numbers will follow
Remember – you are accountable, not responsible, for sales results. Your team is responsible for producing the numbers. You are responsible for “enabling” your team by providing the environment,
resources and skills for them to succeed, and eliminating the barriers that will impede this success.
2. Know when to advise and when to coach
Ever wonder why some reps don’t follow your sage advice? It’s because they aren’t you. What you would do in a specific situation won’t necessarily work for them. Coach your people from the insideout, i.e. take time to understand the individuals within your team. Have the right questions rather than the right answers and help them identify strategies and solutions that work for them.
3. Observe > Learn > Develop
At the very least, 20% of your time should be spent in the field / on the phone observing and supporting your reps. Take time after each observation to get input from your rep, acknowledge their strengths, and provide developmental (not judgmental) feedback on behaviors observed.
4. Leverage peer successes
Create a forum or system for reps to share successes and best practices. Have them share positive results along with the specific actions they took to achieve the outcome. Sales managers who leverage the strengths of their team accelerate sales results and free up valuable leadership time.
5. Assure alignment
Is your sales approach aligned with how your market buys? Or is your team using outdated sales methodology that simply extends the length of the sales cycle and, worse still, has them working on undesirable opportunities. Make sure your sales process and your reps’ actions are in sync with how your prospects buy today and tomorrow.
6. Set expectations and hold to these standards
Clearly communicate the company’s, and your, expectations of your reps. Solicit input on your rep’s
expectations of you as their manager. Gain mutual agreement and commitment. And hold your team and yourself accountable to these standards.
7. Learn and build from every win and loss
Create a team that systematically asks for customer feedback when they lose and when they win business opportunities. Teach them to do a thorough discovery to obtain all reasons – not just the first offered. Use this business intelligence to tighten your value proposition, proposals and marketing messages.
8. Optimize the value of your sales meetings
Eliminate mind-numbing agendas that can be dealt with via e-mail. Leverage this community time to
focus on account strategy development, collaborate on (or role play) difficult customer cases,
reinforce new skills, and share best practices.
9. Leverage your non-sales resources
Develop a powerful sales culture by providing consultative sales skills to all of your non-sales employees who interface with customers and have the potential to enhance profits or uncover new revenue opportunities. And reward them for this activity.
10. Hire the right people for the job
The world has changed dramatically. Past experience is no longer a precursor for future sales success. Accurately define the role you wish to fill. Outline the required skills, knowledge and attitudinal attributes. Then ruthlessly test for these in your hiring process. Put the right person in the right job.
