The Sales Managers´s Toolkit; Role-playing
The Sales Managers´s Toolkit; Role-playing
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 customer´s 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 it´s yours or the sales team´s, 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:
"You´re sloppy"
"You´re ineffective"
"You did a good job"
"You´re a softy"
3. Make Your Feedback Manageable:
Don´t 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 REP´S 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 you´ve 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 Managers Toolkit Roleplaying - To learn more about this author, visit John Brennan's Website.
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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 customer´s 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 it´s yours or the sales team´s, 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:
"You´re sloppy"
"You´re ineffective"
"You did a good job"
"You´re a softy"
3. Make Your Feedback Manageable:
Don´t 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 REP´S 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 you´ve 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 Managers Toolkit Roleplaying - To learn more about this author, visit John Brennan's Website.
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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Dave KurlanDave Kurlan is the founder and CEO of Objective Management Group, Inc., the industry leader in sales assessments and sales force evaluations, and the CEO of David Kurlan & Associates, Inc., a consulting firm specializing in sales force development. Dave has been a top rated speaker at Inc. Magazine's Conference on Growing the Company, the Sales & Marketing Management Conference and the Gazelles Sales & Marketing Summit. He has been featured on radio and TV, including World Business Review with General Norman Schwarzkopf, in Inc. Magazine, Selling Power Magazine, Sales & Marketing Management Magazine and Incentive Magazine. He is the author of Mindless Selling and Baseline Selling – How to Become a Sales Superstar by Using What You Already Know about the Game of Baseball. He created and wrote STAR, a proprietary recruiting process for hiring great salespeople, and he writes Understanding the Sales Force, a popular business Blog and is a contributing author to The Death of 20th Century Selling and 101 Great Ways to Improve Your Life, Volume 2. - Visit Dave Kurlan's Website |
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Leanne Hoagland-SmithAre your sales where you want them to be? Will you be one of the few who achieves sales or business success or one of the many who have failed to change? Are you tired of being told you are like everyone else? Then you may find my first book on sales of interest. Be the Red Jacket in the Sea of Gray Suits, The Keys to Unlocking Sales available at Amazon or at http://www.processspecialist.com/red-jacket.htm. This book is a reflection of my no-nonsense approach to improving sales to overall business results. If you are truly committed to making sustainable changes, then I can help you secure a positive return on your investment because I focus on executable solutions not telling you the problems you already know you have. From training to corporate (group) coaching to executive one on one coaching, my approach is to assess, create awareness, build a goal driven action plan and then execute. The bottom line question is "Not do you or your employees know it, but do you or they want to do it?" Please call for a free strategy session at 219.759.5601. - Visit Leanne Hoagland-Smith's Website |
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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John BrennanJohn 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 http://office.microsoft.com/en-us/FX011387391033.aspx His firm’s clients have included Volvo, The Prudential, Merrill Lynch, Eastman Kodak, Gannett, Equifax Europe, the Economist Group and countless small businesses. - Visit John Brennan's Website |
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George LudwigGeorge Ludwig is a recognized authority on sales strategy and peak performance psychology. An international speaker, trainer, and corporate consultant, he helps clients like Johnson & Johnson, Abbott Laboratories, Northwestern Mutual, CIGNA, and numerous others improve sales force effectiveness and performance. Though it's George's strategies and processes that help corporations increase productivity and performance, it's his tremendous energy and dynamism that spark the transformation. Again and again, clients remark on his amazing ability to unleash human capacity and inspire men and women to break out of their comfort zones. The result is a whole new type of salesperson. His customized presentations teach achievers to make stunning advances in their lives. From helping salespeople realize cherished dreams to helping corporations exponentially accelerate revenue streams, George Ludwig leaves audiences and individuals empowered, emboldened, and clamoring for more. George is the best-selling author of Power Selling: Seven Strategies for Cracking the Sales Code and Wise Moves: 60 Quick Tips to Improve Your Position in Life & Business. - Visit George Ludwig's Website |
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Anne BarrAnne Barr has over 26 years experience in sales and marketing, six years as a franchisee. She has assisted over 367 business owners and purchasers to achieve their goals in career change, transition and exit strategy. She holds the designation of Certified Franchise Executive from the International Franchise Association, Certified Business Intermediary from the International Business Brokers Association and Board Certified Broker from the Texas Association of Business Brokers. Anne is active in professional organizations, networking groups and volunteers for non-profit entities. As owner/operator of four successful businesses, Anne has proven people skills and enjoys helping clients find the right "fit" in business ownership. Visit www.FranchiseOpportunitySpecialist.com for more information about me and my company. - Visit Anne Barr's Website |
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