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1. Where are we going?
It’s a given that salespeople have targeted objectives, in the form of their own assigned quotas and possibly awareness of the overall revenue goals for the team. But like most employees, salespeople want to believe that they are part of something important. Unfortunately, they are often left in the dark about how they fit into a larger picture, both in terms of the organization’s business- critical issues and goals, and the direction and expectations for the entire sales force. Companies pursuing strategies of customer engagement, for example, need a sales team that is also engaged and ready to execute effectively at the customer interface— configuring solutions, delivering the right messages, etc. If the sales force is not connected to the overall business direction, they feel out of the loop, and are less able to carry out their role in achieving the broader business goals. By communicating the company’s vision, strategy, and challenges and how the sales team fits into the big picture, managers provide their teams with a sense of belonging to a larger whole and ensure their salespeople are able to make a meaningful contribution to the success of the entire enterprise.
? 2. What is expected of us?
It is easy to assume that once salespeople know what to do (i.e., “make your numbers”) and are properly compensated, the rest will take care of itself. But to fully succeed, the organization needs the kind of performance that leads to strong customer relationships, a continuous flow of referrals, and steady expansion of the business. To achieve this level of performance, salespeople need to know not only what they are aiming for—the number they are expected to reach—but how they are expected to reach it. How should they be interacting with their customers? How do they access and use sales support resources to follow up on the sale? What is the quality of the experience customers should be having with the salesperson and the company? How can they make it happen? Managers should be able to articulate and communicate both quantitative results and
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qualitative expectations reflecting longer-term outcomes of the overall sales effort. To do so, they must be able to articulate expectations for the team and for each individual, and know how to communicate those expectations clearly and effectively.
? 3. How are we doing?
Almost every sales leader acknowledges the high value and core importance of coaching and feedback for salespeople. And almost everyone recognizes that these essential activities can easily get pushed to the back burner as managers juggle conflicting priorities. While lack of coaching is often attributed to a lack of time, many managers also lack the necessary confidence and skills to provide effective, timely, and useful feedback. To build a high-performing team, sales managers must be able to reinforce behaviors that lead to success, develop the skills of less-experienced salespeople, and strengthen areas of weakness. Does the team, or an individual, need to do a better job of discovering the customer’s real issues and requirements? Is a new salesperson having problems qualifying prospects? Is there an issue of call reluctance that needs to be addressed? Unfortunately, many managers are uncomfortable giving what they regard as “negative” feedback, so avoid giving feedback altogether. Some provide the occasional “attaboy” type of general encouragement or praise that is not targeted to a specific situation or detailed enough to reinforce specific behavior. To support, reinforce, and stretch performance, managers need to be confident and capable of having effective two-way conversations about what is going well and where there are opportunities for improvement. They also need to make specific suggestions for developing and strengthening needed skills and capabilities.
? 4. What’s in it for us?
Even if they don’t have any other help or support, most salespeople are provided with incentives in the form of bonuses, commissions, and other special awards for outstanding performance.
marketingtimes
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