empowerment and accountability. If not, informal processes that worked back when everybody was in the same office will yield a “wild west, crazy” sales effort when sales teams are dispersed, Thomas says. “Pro- cess means activities and expecta- tions every day, week, month, and quarter. If you have a daily huddle to share goals and tasks, it becomes an online virtual huddle.” Managers must have visibility into rep activi- ties, so CRM systems must be used and constantly updated. Tactical coaching will not be done by a ride-along or joint sales call. In- stead, managers can be invited to join a Zoom call, or reps may use Chorus or Gong to record calls. Managers can listen afterwards to coach reps. Strategic coaching to decide an


approach to a big account or expand rep skills must be done virtually. “You have to build trust, set aside time


SELLING TIP The Manager as Facilitator


In my view, the classic four-function manager – planner, organizer, controller, motivator – should adapt to include the role of apprentice.


Not in the sense that they know the least, but that they serve the workers and lubricate the production machinery. A manager’s job is to keep his head up and constantly search for (and remove) obstacles to production. His number one priority should be helping rather than directing. Picture a woodworking shop. What do you see? People, lathes, sanders, saws, shapers, and blueprints – all the necessary elements. Peering through your window to that shop, focus on the apprentice. He is key to the efficient execution of the woodworking shop’s mission, yet seems the least visible. What is he doing? At first you notice he moves around a lot from person to person and machine to machine. He is looking up and down the aisles for anything that appears to need his help or attention: a pile of wood chips here, a dull drill there. Cries for help are answered immediately. That is his reason for being. How do you manage? Is it with ruffles and flourishes? Do you picture yourself as the big cheese? Do you bark out commands so everyone knows just who is in charge? Are you openly critical of some of the actions of your staff? Do you posture and speak as though you were an oracle? If you do, you may want to make a few adjustments. Try to act a little like the apprentice. After a while you will notice that you rarely have to look for your people. They will be looking for you – knowing you are in help mode. Feeling comfortable with you in your new help uniform, they will seek you out and ask before blundering into the unknown. One of the greatest leaders of all time was a humble servant. People from all over the world revere his memory. His contemporaries followed him everywhere without being asked. He was rarely judgmental. He was kind, sensitive, and forgiving. He was the epitome of the apprentice – a facilitator who opened doors for others.


– PATRICK LARKIN


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Every good citizen adds to the strength of a nation.


GORDON B. HINCKLEY


for it, and be specific,” Thomas says. “You can’t just say, ‘Let’s grab coffee in the cafeteria.’” For motivation, the ValueSelling


CEO recommends celebrating small wins – maybe single steps in the sales process toward close or hitting activ- ity targets – rather than just the big closes. When workers are alone and dispersed, “you have to recognize them and keep them excited.” When reps were in offices, they may have jumped up when they closed deals. Now, Thomas’s team uses Slack to ring a bell and send messages to share wins and keep each other motivated.


Personal touches can still be made


for remote workers. Thomas sends care packages of coffee mugs, new sales books, hand sanitizers, and virtual gift cards to reps’ homes. “It doesn’t have to be expensive; sometimes, I send handwritten notes to let some- one know I appreciate their efforts.” Fortunately, most sales training had gone virtual before the virus crisis. Thomas recommends trainers redesign lessons to be engaging and interactive in small bits for remote reps. “You can’t just put classroom lessons online.” 


For more information, contact Julie.thomas@valueselling.com.


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