This page contains a Flash digital edition of a book.
Managers should stay involved by helping salespeople decide what changes they need to make and how, then outlining what they intend to do to support the salesperson. Through- out the process, remember to use positive language and constructive criticism to make your team want to change instead of making them feel that they must. Both you and your salesperson should sign the written agreement.


4. Set up a structured coaching


program. Once your people know what’s expected of them and how to make it happen, you need to step in to monitor and assess their performance and provide feedback. Establish a structured coaching pro- gram that includes both role-playing and actual on-the-job situations. Set deadlines for attaining behaviors


SELLING TIP


When Your Prices Go Up When prices go up: • Find out from your accounting department why the price increase is necessary.


• Tell customers how your product has been improved, added to, or refined to make it worth more money.


• Increase the value of your warranty to compensate. • Speed up service response time. • Think of ways to keep expenses down in your company, and tell customers if you’ve automated parts of your operation or taken other cost-cut- ting measures.


– SELLING POWER EDITORS


and create a schedule for measuring progress that includes weekly reviews. When establishing deadlines and providing feedback, take into ac- count your team’s individual strengths and weaknesses. A new salesperson with a bad case of call reluctance, for example, might need a little more time to improve his prospecting skills than an outgoing, gregarious veteran who’s just been spending too much time on his current accounts. 5. Acknowledge and reward suc-


cess. As much as your salespeople might want to achieve their personal goals, studies show that recognition can also be incredibly motivating. Be quick to praise your team whenever you see them making an effort to improve, and remember to make the praise personal, specific, and timely. Consider offering prizes to the two


or three individuals who reach their performance goals farthest ahead of schedule or to those who show the most improvement over their old hab- its. The more ways you find to make performance improvement fun and rewarding, the more effort your team is likely to put into it.


As a coach, your game plan is sim- ple: if you want expert performance, you must uncover and teach expert behavior patterns that work for your organization. Power coaching creates a learning environment that edu- cates, but also motivates and guides individuals on a successful journey to personal excellence. It capitalizes on the expert performance of your top people and effectively spreads their success across your entire organiza- tion. That’s a winning strategy guaran- teed to score increased sales. 


TECH TIP Dial Up Your Dialing Power


If outbound calling comprises a significant part of your sales process, check out ConnectLeader, an intelligent dial- ing system that enables a single rep to dial as many prospects as eight reps could before – an 800-percent increase in productivity. Offered as software-as-a-service (SaaS) and tightly integrated with top CRM systems, ConnectLeader offers


three solutions: • Click Dialer lets reps simply click to dial any listed phone number. • Personal Dialer uploads a list of records for instant dialing and record updating – doubling the productivity of manual dialing.


• Agent-assisted Team Dialer enables a group of reps to make 125 to 150 calls per hour, filtering through nonpro- ductive activities like navigating voice mail, dealing with gatekeepers, and leaving voice messages. ConnectLeader uses predictive machine learning to identify, engage, and close more business faster and


more efficiently. Its data analysis keeps pipelines filled with the best prospects always at the top of calling lists. – HENRY CANADAY


SELLING POWER MAY 2016 | 23 © 2016 SELLING POWER. CALL 1-800-752-7355 FOR REPRINT PERMISSION.


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32