6 Sales Force Development Rules
/– to Achieve More With Less
How can the sales force achieve more? Why do some fail?
1. Be consistent in developing your sales force instead of tight budgets
Too many times I have seen the ‘money on the brain syndrome.’ Symptoms include valuing money over your employee’s professional development, refusing to spend on training and ignoring the data which spells out why investment now equals long term success. There are many ways to create a sustainable sales force whatever your budget; stinginess should never factor into the equation.
2. Never stop spending to boost your sales machine
Would you drive your car without fuel? What makes you think you can grow your sales without investing in your sales team? Find the time and money to invest in your sales team and see above!
3. Coach, coach, coach!
I am constantly shocked to hear of the lack of coaching or the underestimated value of it. In fact, a recent study found 73% of sales managers spend less than 5% of their time coaching. Sales managers consistently fail to understand that sales team must be coached in a consistent and personalised manner. Focused sales development solutions will lead to sales performance optimisation.
4. Never recruit new blood without a sales assessment tool
Knowing what drives your team and how to reward them correctly could make all the difference. Consider this, in 2007, 54% of the sales force were Extrinsically Motivated, by 2011, this dropped down to just 27%. In 2017, from the most recent 350,000 salespeople assessed, that percentage dropped an additional 70% to just 8%. The shift from Extrinsically (money based) to Intrinsically Motivated (internal reward based) renders commission based bonus-plans a thing of the past. Download a copy of our free sales candidate screening sample and say goodbye to the days of dodgy recruits.
5. Link the performance of the sales force to the sales coaching
Accountability is the first thing that motivates human and your sales team. Link any coaching efforts to the sales team’s performance. If their numbers are down, and you are the sales manager, hold yourself accountable. A conductor’s job is to make the moves for the team to follow. Accordingly, the better your coaching, the better they perform.
6. Do not forget we are working with human beings, not machines
Expect deficiencies and be prepared to work to fix them, accordingly, do not be scared when you discover one. Always look at your ratios to add, minimise, refine your coaching to coordinate with the sales team performance. To help them do thing differently to achieve, you should
Set an accountability system
Monitor them accordingly
Coach them closely
Give them faith in their abilities
Be their reference
Be credible
Be consistent
