To give sales performance feedback, ("the Breakfast of Champions") a sales manager must be able to:
a. Observe b. Evaluate c. Describe behaviors d. Suggest ways to improve performance Take notes as you observe the role-play session. Note specifics - what the sales rep did or said. Point out strengths as well as needs. Reps learn from finding out what they do well as well as where they need to improve. In addition, reps are more likely to be receptive to hearing where they need to improve after their strengths have been acknowledged.
For example:
"Jane, you did an excellent job of getting your customerīs interest. I especially liked your use of the sample. However, your customer seemed confused when you were talking about cost savings to her. Try using a yellow highlighter pen so that she can see the savings. Can you see how that might help?"
Insist that the feedback, whether itīs yours or the sales teamīs, meet the following criteria:
1. Specific Behavior:
When the person did or said specifically, e.g. "You produced testimonials when the prospect referred to your experience."
"You leaned forward, smiled."
"When you probed, your customer began talking about his need to reduce his turnaround time."
"You sat on the edge of the chair - made me think, and perhaps made your customer think, that you wanted to get out as quickly as possible."
2. Avoid Generalities or Labels:
Not:
"Youīre sloppy"
"Youīre ineffective"
"You did a good job"
"Youīre a softy"
3. Make Your Feedback Manageable:
Donīt overwhelm the person with a list of 25 things he/she did wrong. Most people can manage just a few carefully chosen suggestions to implement. USE A RATIO OF 3 POSITIVES TO EVERY NEGATIVE COMMENT YOU MAKE ON THE REPīS PERFORMANCE.
4. Include a Specific Suggestion:
E.G. "From where I was sitting, it looked like you had a problem with the visuals. How did you feel about it? My suggestion is that a little bit of role-play prior to the call will put your skills right where you want them."
"You looked lost for words when your customer demanded a 15% discount. Try reviewing his needs again. Then show him what a great fit youīve got."
FOLLOW THIS PRECEDURE 1. Before the role-play session, ask the reps which specific skills or strategy they are especially working on during this session. Make sure they understand that their objective is to improve their skills.
2. Observe the role-play. Take notes on positive behaviors as well as ineffective behaviors. This is critical and demonstrates your involvement.
3. At the end of the role-play, ask the rep:
"What did you do that seem to be effective?"
"Why was it effective."
Get at least three things the rep did well. Next, ask the rep:
"What would you do differently for the next role-play session?"
"Why?"
"What one suggestion do you have for ______________ to improve next time?"
Finally, add your observations. Then, summarize all the feedback your sales team received. Say:
"Overall, this was a (good, very good, excellent) role- play session. You state (all the positive behaviors that were mentioned). Next time plan to state (1 or 2 suggestions for improvement)."
Your reps should feel that the role-playing has been a worthwhile experience, even if they are not completely satisfied with their performance.
The Sales Managersīs Toolkit; Role-playing - To learn more about this author, visit John Brennan's Website.
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John Brennan
(Visit John's Website)
John Brennan Ed.D.
Dr. Brennan is President of Interpersonal
Development, LLC, a training and
development firm. Interpersonal
Development has provided sales training
and coaching to more than 3,000 sales reps
from over 100 companies.
A native of Australia, Dr. Brennan
received his doctorate from the University
of Rochester. His dissertation researched
the effectiveness of Behavioral Modeling
Technology in training people in
interpersonal skills. While he has spent
most of his career designing or delivering
training, he was also a Vice-President of
Sales of a training and development
franchise with operations in 25 markets.
Dr. Brennan has designed and delivered
sales training in North America, Asia,
Europe, Australia and the Middle East. He
has been a guest speaker at numerous
national and regional professional
conferences.
When Microsoft wanted Best Practices
articles on sales for their web site, they
called Dr. Brennan. The results are at office.microsoft.com/e
n-us/FX011387391033.aspx
His firms clients have included Volvo,
The Prudential, Merrill Lynch, Eastman
Kodak, Gannett, Equifax Europe, the
Economist Group and countless small
businesses.
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