Years ago as a state and then national sales manager, I used to hear many sales people say ‘I don’t want to stay being a rep all my life.’ This is a terrible sentiment for people in selling to possess and express, and the consequences of such an attitude will have a negative impact on customers, the organisation and the reps themselves. Where did such a belief spring from, what could make sales people operate with such a low self-esteem about their work? If we trace all problems back to ourselves in management we will see the answer.
Without meaning to, companies have signalled to sales reps that the only way to get on in business, is to get out of sales representation! In other words selling is neither a worthy or rewarding pursuit, and so the goal should be to move ‘up’ into management or ‘out’ into any role that is perceived to be more valuable. Sales people in too many organisations have been learning that it doesn’t pay to stay, and evidence of this fact is the indifferent treatment they receive from management and the uninspiring reward systems that relate to their work. As a result of sales people thinking about ‘getting out’, they automatically become part-timers in selling. With one foot in the water and one on dry land they are uncommitted to sales growth and the development of productive customer relationships. I had to solve this problem many years ago, and managers who can see this dilemma in their own companies today can reverse the situation by facing a number of challenges:
? The first step is to place a higher value on sales people. To pay people a reasonable salary along with the many associated costs, and not see this as a serious investment is a bad mistake. A serious investment should be respected, and in the case of sales people they must be treated as nothing less than professionals and key contributors.
? The salary alone will not motivate the sales force, and nor will it guarantee their work rate and thirst for results. ‘Service leadership’ is also needed by sales people, which starts with management ‘selling’ the sales force on the company’s unique service promise. This role continues with the example shown by management and the training offered and tools provided to get the job done. If reps receive a salary but no service leadership, they will be half-hearted because they are receiving only half of their due entitlement!
? The notion of paying reps a salary and then having to ‘manage’ them is absurd. Sales people need to be taught and equipped to be ‘self-managers’, analysing their customer and territory potential, and planning to gradually convert potential into results.
? To offer distinctive service and achieve revenue budgets, sales people need ‘behavioural budgets’, or selling standards, to guide their work. And never leave reps to their own devices, because they usually don’t have any! This means that sales people need professional selling tools to find needs and present solutions.
? Provide an exciting reward system that starts with an understanding that salary is paid for achieving budget, and nothing less. Commissions are then needed to invite attention and achievement at 110% or more, and an incentive scheme that offers serious rewards for a minimum of 6 months at 120% or more.
* Sales people need to be surrounded and inundated with motivational messages (not hype) about company aims and progress, and they need encouragement and ideas to assist them to achieve their company and personal goals.
Sales people should see their future in the positions they occupy, not in the positions they do not and may never occupy. As reps analyse where potential lies, plan to improve service and sales, receive help and rewards commensurate with performance, they will have neither time nor inclination to think about getting out of sales representation.
Sales People Shouldn’t Have to Get Out to Get On! - To learn more about this author, visit John Lees's Website.
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John Lees
(Visit John's Website)
Former director of marketing & sales for
Schwarzkopf in Australia and NZ, achieving
market leadership (against the giants
'L'Oreal and Wella) and best operations
internationally for the organisation. Then
worked as a consultant to the German
company in the US, Canada, the UK, South
Africa and leading Western European
markets. These days operates as a speaker,
trainer and consultant...specialising in
sales & marketing. Author of 10 books on
business development and a member of the
Institiute of management consultants.
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