Why should you consider coaching the sales team
 |
Free Download - ROSI Return on SUNK Investment By Peter French |
Implementation of a formal sales process - then coaching compliance to the process - will drive substantial;
1. Control of individuals and their sales projects,
2. Timing and predictability of these sales projects,
3. Optimal use of labour and therefore lowering cost-of-sales,
4. Huge productivity gains through less wheel-spinning from scarce technical resources,
5. Discerning engagement decisions drives higher hit-rates,
A key success factor in implementation is the effort put in by the supervisor and front-line sales managers on the sales opportunity. A process by definition is well defined and therefore can be delivered in a repetitive nature. Tools and outcomes used within the process drive certainty with the individual salespeople who understand what is expected of them. Success using the process by closing deals, supports continued use and exploitation. Being defined, allows managers to evaluate the process dispassionately thereby ensuring that published pipelines close when they should. Feed-back to the salesperson creates and environment where continued learning and process improvement can take place. In short; limit dependence on the black art of selling and enhance your practitioners’ delivery through the application of a defined, manageable process.
Distribution of skills
All teams have some distribution of skills. Few teams make 100%+ of their target year on year. By definition people are different and you can see that in following salespeople to their calls. There is no one way to be successful. If there was, it would have been defined, patented and sold in little bottles! In the following Figure 1, we show how a sales team could be defined and distributed in the natural bell curve.
Figure 1 - Distribution of SKILLS
Studies have shown, that 70% of your team falls within the majority while 10% and 20% constitute the under and over performers. Within the majority, there is a similar distribution where 40% make up the centre ground and of the “rest”, 10% could slide into obscurity while 20% have a chance of making the leap into the consistently good performers.
Given that you accept that there is some kind of distribution in your team, making a training decision must take into account that the individuals are different and that a “blanket” intervention may not deliver the desired effects.
Acceptance by the team of a training intervention
In Figure 2 we define the team again, using the natural distribution of a bell curve. Given that you may select a “generic” sales training initiative, it is valid to assume that some of your people will benefit more than others. We have got to qualify here, that we are talking about sales teams that are populated by salespeople that have been hired with some skills. They “believe” they are salespeople and have some kind of track record. These arguments are not aimed at greenhorns who have never sold before. Given these criteria, the team members have different emotions in accepting the management decision (normally forced on the “underperforming” team) to undertake a training intervention.
Those with low skills will welcome the opportunity to learn their chosen profession. Those who have been around the block – have “been there and got the T shirt” normally have a low acceptance – they can even become disruptive of the process and may become a reason why training fails. The majority – ambivalent! Should training be effective in the team, the distribution shown in Figure 2 comes from a study to determine by what percentage we could expect to increase the sales effectiveness of the individuals falling within these sectors. Underperformers require a special decision making. If they have the potential, then a doubling of their performance is quite within probability (100%). Alternatively, as Jack Walsh was want to do – remove them and replace them with individuals that can deliver – even in 6 months - the yearly performance you’re expecting to get from this sector. “Conventional wisdom” dictates that managers concentrate on the top performers (10%) and apply their support and mentoring here. These people are also mostly the noisy “squeaky wheel” and demand support. This segment is normally where managers come from – having been rewarded with promotion through high consistent performance. He/she relates to this segment! However, the greatest return on investment for managers’ time is to concentrate on the majority and within that group those that can become over performers.
Given that these observations make sense and that they can be discerned in your team to a greater or lesser extent, how do we go about placing the emphasis on the correct segment while training everyone in the team to lift their performance?
Tradition Sales Training
Most lecture and plenary (tell, show and let try) training will cover all members of the team and have different results depending on where they are in their sales character evolution. We argue that it is the duty of the sales manager/supervisor, to be so close to each individual that their specific needs can be determined. Once identified, the enterprise should design a specific intervention for that individual which delivers a focused training on their SKILLS shortcomings. Thus, letter writing, or presentation skills or any of the “soft skills” should be trained at the individual level. We further argue, that for the team to perform two distinct things have to occur;
ONE. The sales manager must spend time with each individual coaching them to perform to their best ability. Coaching is not remedial. It is not aimed at fixing broken salespeople.
It is aimed at getting the individual to identify areas of their approach that are less than optimal. To get them to realise through their own effort that these areas will improve their performance, and finally, to get them to internalise change through a realisation that they want to succeed. Many studies have shown that teams that have received this time from their managers have shown phenomenal improvements in performance.
Coupled with a renewed will to work, the 9-5 syndrome is reduced and individuals have a heightened sense of purpose, personal worth and belonging. Unfortunately, as shown in Figure 3 - Blanket coverage? the sales manager comes from this segment of the over-performers. We have observed that they spend their time trying to “close” their teams’ opportunities through the application of their own presence and skill. They run themselves ragged and never have any time for strategic thinking or “quality” time. It is observed then, that if a training blanket is thrown over the team which consists of either trivial training of a basic level, or advanced training, the chances that the team will benefit is moot.
TWO. A training intervention which would benefit ALL members of the team equally must be sought. We argue that such an offering must produce a common language and method of operation. In short an Ideal Sales Process. Such a process defines the things we do “in this team” that is necessary for us to be successful with our products in our chosen customers and market. Such a process, once defined, can be observed dispassionately by anyone. Any level of salesperson can implement such a methodology. Salespeople should use the process to manage themselves and their resources in a sales opportunity. Sales Managers must measure the adherence to the process. Ideally, all members of the sales team should have KPI’s attached to their performance in implementing the process
The sales process
All activities have a beginning and an end. Most then can be defined like a “project” is defined. As can be seen in Figure 4 below, a Project Definition Workshop (PDW) through the 5 stages of running a sales opportunity (based on Winning Complex Sales – WCS) and lastly, a Project Close Workshop (PCW) where the customer signs off that we have concluded the project successfully. The sales professional has to Find, Qualify and Close opportunities. When we define this as a process, the individual knows what to do next - can see for them selves that the “work” is not completed and managers can micro-manage the activity.
Support management can make discerning decisions on implementing their scarce resources to sales projects that have been correctly and repeatedly “qualified” to a Project Qualification Profile” (PQP) standard. The common language of the project is used by the project leader (the salesperson mostly) to align virtual resources behind their vision for the project. This dives the most important feature of this training. The unlocking of a team based energy enabled through a common vision and alignment.
Conclusion
We have found that implementing an Ideal Sales Process which is relevant for your team and your market has huge benefits for the team. A pleasant outcome is that all salespeople accept the process as being beneficial to their own management of their “Company of One”. High flyers are not at their peek of performance without having sensitivity to what will work in their sales life. They become the most eager and fully committed to implementation! This alone is a significant benefit for choosing a sales process methodology. Acceptance by the opinion makers in the team means that they become the touchstone and example to all the team – helping management to drive compliance and ROI!
Why should you consider coaching the sales team - To learn more about this author, visit Peter French's Website.
Like this article? Share it with your friends
|
Article Tags:
Recent Search: why should we select you for sales profile |
 | |
 |
your star in the world
Commented on Why should you consider coaching the sales team. |
| |
Leave Your Feedback |
 | |
| |||
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 |
|||
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 |
|||
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 |
|||
Dave KurlanDave Kurlan is a best-selling author, top-rated speaker and thought leader on sales development. He 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 |
|||
Dianne CramptonDianne Crampton is North America's leading authority on team culture. She is an author and professional speaker and president of the leading team culture consultancy, TIGERS Success Series, Inc. Crampton has been helping CEO's and Executives connect their employees to their core values and goals for over 20 years using the trademarked TIGERS team culture process, which stands for trust, interdependence, genuineness, empathy, risk and success. To download a free white paper on behaviors that build strong teams and behaviors that will predictably tear them down or to subscribe to TIGES Free monthly e-newsleeter go here. Dianne's contribution to the 2010 Pfeiffer Consulting Journal (an imprint of John Wiley and Sons Publishers) entitled TIGERS Hearted Teams is available in November 2009. Her new book TIGERS Among Us: Winning Business Team Cultures And Why They Thrive, Three Creeks Publishing will release in March 2010. To receive publishing discounts, subscribe to the free TigerTracks Newsletter here. - Visit Dianne Crampton's Website |
|||
Casey GollanCasey Gollan, Business Coaching & Mentoring Programs. Add $1 Million to $10 Million in the next 1 to 3 years. Since 1996 Casey has to added hundreds of millions of dollars to businesses. Watch a free video see client results Business Coaching website. - Visit Casey Gollan's Website |
|||
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 |
|||
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 |
|||
|
To learn more about the Evan Elite Author Program please contact us. | |||
 | |
|  |
Subscribe to Peter's articles
 | |
|
|  |
 | |
|
| |
 | |||||||
|
 | ||
|
||
|
||
|
||
| ||
 |
| Have you written articles that would be of value to entrepreneurs? Become an expert on our site by publishing them! Expose yourself to a wide audience, drive more traffic to your website and get more sales! Click Here for details. |
|
|
 |
| Modeling the Masters: Learn the true secrets behind Walt Disney's business success factors & grow your company! Video produced by Phanta Media |
|
|
 |
|
Get advice & tips from famous business owners, new articles by entrepreneur experts, my latest website updates, & special sneak peaks at what's to come!
|
|
|
 Network More Effectively Your Life Your Legacy Optimus Performance 3 C's of Networking Networking To Get Results |
|
 | ||
 |
The Top 10 GTD Times Posts
Best Posts for Productivity | |
 |
The Top 10 ProBlogger Posts
Best Posts for Bloggers | |
| ||
 | ||||
| ||||
|
 | ||||
| ||||
|
|
 | ||||
| ||||
|
 | ||||
| ||||
|
|
|
|||||||||
 |
|
|
|
