The Olympics are over, but will your sales managers help their team strive for gold?
When I say sales managers I mean anyone who manages; account managers, new business sales people or desk based telephone sales people. You may be the owner of a business to whom the sales people report; you are still their sales manager.
So, what can you learn from the Olympics? In a word: COACHING; a steady, constant, cumulative process that progressively builds performance.
Whenever Olympic competitors are interviewed about their success they rarely say “I” but they do always talk about; the coach and/or the coaching team. Perhaps it seems odd; a top athlete who has already won Olympic medals looks to someone else to help them perform at the top, but it is a tried and trusted approach. The same approach can be seen in almost any sport and also other disciplines such as the armed forces that train and practise constantly and the arts where actors, dancers, singers and others also practise and rehearse constantly. All of this practising, rehearsing, training, etc., is done under the watchful eye of someone who will coach as a means of maximising performance.
Sales people need to be considered in the list those who benefit from structured, regular coaching. It is not enough to recruit experienced people and assume they will just get on with it. It is not enough to put people on a training course and assume when they return to the office they will by magic be a different person suddenly able to do things they couldn’t even spell before the course.
The received wisdom from 1,000s of successful sales managers is that their primary role is coaching; working one-on-one and also with the whole team where the sole purpose is to get each individual sales person and the team as a whole to perform better and to be more productive. Time spent in unnecessary management meetings or pouring over a spreadsheet of last month’s figures is a wasted opportunity. You owe it to the sales people you employ and the company as a whole to ensure sales management time is proactively focused on performance and productivity as its top priority.
Some things to consider:
- Allocate 5 hours per month for one-on-one coaching with each individual. Spend some of this time accompanying your sales people on prospect and customer meetings but also some time across the desk. The 5 hours per month figure is supported by some independent research conducted in 2014.
- When managing telephone based sales people spend time sitting at the next desk and/or reviewing recorded calls. Even with field based staff you should monitor their telephone techniques as well as their face-to-face activities.
- Allocate a further 5 hours per month for group sessions delivering bite sized training sessions focused on single topics. In your group discussion include reviews of pipeline opportunities and win strategies as well as loss reviews.
- Create and agree performance measures. Monitor progress towards these and use the results as the basis for coaching to improve future performance. Every meaningful activity that forms a part of the sales person’s regular work should be a topic for review and coaching; you can get the group to model success for the benefit of the whole team,
- Do not waste your time, and everyone else’s, by measuring low level activity such as total calls made – the only things that really matter are outputs such as qualified meetings and outcomes such as bids submitted and deals won; these are the meaningful activities that will act as indicators of future performance.
- So that everyone takes this seriously, work with your HR people to formalise the coaching programme and incorporate it into your regular appraisal process.
Why not use the remains of the summer preparing a new regime to support your sales people through a programme of structured coaching? Plan a meeting 1st or 2nd September with the whole team to launch the programme so you can really maximise the selling season running up to the end of the year.
First published on LinkedIn Pulse