In 2020, the Covid-19 pandemic played a key role in workers leaving the office and working from home. According to Forbes, 74 percent of employers believe that working remotely is the future. Even more shocking, 97 percent of employees have no desire to return to the office full-time.
However, working remotely can be a challenge for sales teams, groups designed to thrive on each other's momentum. "Iron sharpens iron" is a proverb that definitely applies to sales reps.
How can sales managers ensure their team will thrive in this new work environment? It's essential that you set your team up for success. Here are five ways to keep them connected, productive, and competitive while working remotely.
1. Nurture Your Team's Competitive Nature
It is harder to foster a sense of competition in your sales team when each member is at home alone. However, salespeople are competitive by nature and need that dose of healthy competition to stay motivated. Get creative and find new ways to maintain momentum and recognize each person's successes.
Single-out top performers in a team email, group chat, or during a weekly video conference. Consider celebrating each sale. This type of nurturing will make each of your team members strive harder to receive their own recognition.
Read more about why ringing the figurative bell is critical to motivating your team and tips on how to do it effectively in this recent blog.
2. Provide the Right Tools for Working Remotely
It's up to you to set your team up for success, and that means the right tools to get the job done. From laptops and tablets to apps and security programs, your team needs access to tools to continue selling from home.
Not all the tools you offer your employees are tangible items, though. "Tools" also include access to coaching, managerial support, brainstorming sessions with other reps, and interaction through video chat.
Create an open-door policy. Ensure your team feels comfortable coming to you when they need something to be more effective at their jobs, whether it's a tangible item or a listening ear.
3. Continue Training and Learning New Skills
Training is a big motivator to go out and try new things in your sales routine. When your team works remotely, it's easier to let training slip off the schedule. It's essential that you continue training your staff and introducing new methods of making sales.
Schedule training on a weekly or monthly basis during an online meeting. If you've had a member of your team experience success with a new technique, consider asking them to lead a training class on it. This builds goodwill and helps your team learn new selling methods.
Many well-known sales training courses have shifted to a virtual environment. Offering formal training demonstrates an investment in your team. Identify training that your team would benefit the most from.
4. Define Your Expectations and Goals
When you're in an office setting, it's easy to create a visual system that shows the team's goals and their current progress. Keep this trend going in the virtual environment.
Define goals and how the team performed during the previous period at sales meetings. Many managers prefer to schedule a quick meeting early each week to build momentum and encourage the team to get tasks accomplished and sales closed.
5. Create a Water Cooler
When you have a sales team that works in an office together, they have time to bond and learn to trust each other. They do this through basic socialization. The team discusses sports, family, hobbies, and other topics. In the past, you see this kind of talk going on around the water cooler, in the break room, or just in the hallway.
Create a space for your team of remote workers to have this type of social interaction. There are a variety of apps that you can use to accomplish this. Slack, one of the most popular platforms, reports 12 million daily active users and 156,000 subscriber organizations.
You could also hold a team lunch once a month. If in-person is not possible, meet online and share a meal.
Help Your Team Flourish
Keeping your remote sales team engaged is essential to its success. With a little planning and encouragement, your team will flourish. If you'd like more insights on how to improve sales performance for your SMB, sign up for our newsletter. Contact us directly, or explore our website for other valuable resources and webinars.
There's a quote from one writer that goes like this: "Don't chase success. Decide to make a difference and success will find you." Even though that concept could be applied to many aspects of life, let's look at it from the viewpoint of sales success in your organization.
It's true that everyone in the sales industry wants that "big win," that easy fix to their performance issues that makes everything fall neatly into place. There's nothing wrong with that feeling. It's only natural.
Here's the thing, though. Chasing that big win is usually counterproductive. In real life, it almost always takes a series of small, deliberate actions to get to a place where your business is humming along. It takes cooperation and collaboration. It takes hard work and perseverance. It takes intentionality and planning.
Here's another saying (or part of a saying) that makes the point well:
Your actions become your habits.
Your habits become your values.
Your values become your destiny.
What Sales Success Stories Have in Common
The point is, business growth is the result of small, intentional actions and good habits. These form the foundation of your brand's values and reputation. And ultimately, they decide your organization's destiny.
Sales success stories may be flashy, or dramatic, or even heartwarming. But if you dig a little deeper, you'll almost always find that all success stories have a few things in common: namely, 3 solid frameworks that enable a sales organization to perform at a high level.
Let's talk about each one of these frameworks, and why they are so crucial to improved sales performance.
Framework #1: The Revenue Equation
The Revenue Equation framework is actually a combination of three critical factors that form the basis of your entire sales process. These three factors are:
When each of these factors are streamlined and optimized, the result will be revenue stabilization and growth. The question is, what do these elements involve, and how do they work together?
Sales Foundations (Who Are You?)
Your sales foundations are the values and characteristics that make your brand unique. Sales foundations include your company's reputation, your pricing strategy, and your unique selling proposition (USP).
Think of Apple, Inc. as an example. They have a reputation as a leader in technological innovation. Their price points reflect their position as a premier brand, and one of their USPs is their commitment to personal privacy and security.
As the name implies, your sales foundations form the basis of everything else you do within the sales process. That's why you absolutely must understand who you are as a company, and then play to those strengths.
Sales Design (Who Do You Sell To?)
Once your sales foundations have been firmly established, you need to understand who your target customers are. After all, you don't want to be "punching air" by targeting consumers that aren't likely to purchase from your business.
This is where buyer personas come into the picture. Your marketing team (preferably with input from sales) needs to come up with a profile of your ideal customer — or even multiple profiles, depending on how specific your targeting is.
With that buyer persona in hand, your sales reps will be in a better position to understand the thoughts, concerns, and desires of their leads, nurture them effectively, and eventually convert them into paying customers.
Sales Infrastructure (How Will You Sell It?)
Once you have a firm grasp on who you are, and who your ideal customer is, it's time to build your sales infrastructure. In other words, the processes that can bridge the gap between you and your consumers.
Your infrastructure includes the systems and software programs you use to manage customer relationships, your clearly defined sales funnel, as well as your KPIs, metrics and quotas.
When these three elements — sales foundations, sales design, and sales infrastructure — are all working properly, and are clearly aligned with one another, then your first framework (The Revenue Equation) is firmly in place.
Framework #2: The Individual Performance Planner
Your Revenue Equation is in place. Everyone on your team has collaborated to make it a reality. Now, you have to start shifting your focus from the big picture to the details. These details are comprehensive, from the Revenue Equation to the individual performance of your sales reps.
This is where collaboration and open communication become even more critical. Within this framework, your first order of business is to discuss with each sales rep what his or her strengths and growth opportunities are.
What short-term and long-term goals will the rep set inside (and possibly outside) of work? The outcome of these discussions will be condensed and solidified into their own Individual Performance Planner.
Intentionality is key in this framework. You have to demonstrate how serious you are when it comes to supporting your team members, and helping them achieve their goals. At the same time, your reps have to buy into this process, and commit to being the best salespeople they can be.
This give and take is the only way to achieve maximum value from the important (but still theoretical) Revenue Equation.
Framework #3: The Revenue Planner
This final framework is where you'll see the fruits of your labor. You have your Revenue Equation in place, and your team members onboard. Now you have the insights and the freedom to identify key growth opportunities within the sales process. Next, you'll develop a plan of action for each one.
Over the first three months of the process, this will involve taking various actions. Consider adjusting discounts to featured products, doubling down on relationships with established customers, or refining your price points. Really, the sky's the limit.
After achieving some quick wins, you'll want to stabilize your revenue in the following three months. Aim for continuous revenue growth in the months (and years) to follow. While the Revenue Planning stage is unique to each business, the framework it provides is useful across the board.
Create Your Own Success Story
Look deeply at sales success stories. Odds are you'll discern these three frameworks at work, in one way or another. Build your sales process around these frameworks. Then, your company will also enjoy quick wins and sustainable growth.
If you'd like more insights on how to improve sales performance for your SMB, sign up for our newsletter. Contact us directly, or explore our website for other valuable resources and webinars.
Meetings are just a part of life for most sales managers. They have periodic meetings with senior management. They may occasionally meet with high-value clients. And, of course they hold regular sales meetings with their team.
Anything we do repeatedly eventually becomes a routine, and any routine can deteriorate into a rut. If you're a sales manager who's holding weekly (or perhaps daily) sales meetings, then the last thing you want to do is have those interactions with your team become part of a rut — e.g., time wasters or, even worse, finger-pointing disputes.
With that in mind, here are three keys that will help you keep your sales meetings productive, uplifting, and motivating.
Key #1: Understand Your Team as Individuals
In order to have a productive sales meeting with your team as a whole, it's important to be mindful that each team member is unique. Personality, emotional makeup, communication style, goals, desires, concerns - all these factors differ from person to person. You must understand where each team member is coming from in order to communicate with them effectively.
Think of this as "laying the foundation" for a great sales meeting. Schedule some one-on-one time with each team member throughout the week. Observe how they react to constructive feedback, and any stressful sales calls that may come their way. Note their strengths and growth opportunities.
By building a "mental profile" of each team member ahead of time, you'll be able to generally predict how they'll behave in a meeting. Most importantly, you'll glean ways to help them grow as a sales rep within a group setting.
Key #2: Set Clear Expectations
At the beginning of each sales meeting, it's best to leave nothing to the imagination. Make the format, flow, and purpose of the meeting crystal clear to your team members. For example, everyone should know:
That last point is important. You don't want your meeting to turn into an interrogation session for underperforming sales reps. It's often best to give each sales rep some uninterrupted time to express his or her thoughts. This will enable your team members to be themselves without fear of censure.
Which leads into our third key...
Key #3: Establish a Judgment-Free Zone
Last but not least, you want to make sure that all of your team members view the meeting as a "judgment-free zone." The purpose of a sales meeting should be to exchange ideas and information — never to lecture or criticize team members over performance.
In fact, welcome the uncensored input of each team member. Their insights will help you to continually improve your sales process day after day.
At times, keeping the meeting "judgment-free" may require that you bite your tongue. Even underperforming reps that legitimately need some constructive feedback should be made to feel respected during these meetings (and during future one-on-one sessions).
The old saying "once bitten, twice shy" definitely applies in this case: You don't want to do anything that will scare your reps away from giving their honest, unfiltered opinions in a group setting.
Use Sales Meetings to Boost Productivity
There are challenges when it comes to preparing, coordinating, and leading sales meetings. However, if you implement the three keys discussed above, your team will enjoy productive, and even refreshing meetings.
Use your sales meetings to motivate the team to try new things. Energize them to "get back to the trenches." Ultimately, your entire team's performance will improve, and your business will grow as a result.
If you'd like more insights on how to improve sales meetings and sales performance in general for your SMB, sign up for our newsletter. Contact us directly, or explore our website for other valuable resources and webinars.
The sales industry often revolves around meeting metrics, making quotas, boosting the bottom line, and finding the latest top sales tip. It's a "production mindset" that has been ingrained within many salespeople for years and years. So it only makes sense that when an organization's sales process isn't working properly, management's instinctive reaction is, more often than not, to look for a quick fix — e.g., the proverbial "miracle cure."
If only it were that simple.
The Myth of the Miracle Cure
The reality is, very rarely can all of a company's growth-related problems be traced back to a single cause. Businesses have many moving parts. They are made up of many individual actors. Because of that complexity, the notion that "all of our problems can be fixed if we address this one issue" is typically exposed as faulty reasoning (sooner or later).
Let's talk about a common scenario. Many organizations blame their sales problems on a lack of quality leads. That seems reasonable, right? If there aren't enough good leads coming in, then how can you expect to grow a business? As a result, these companies may try out new CRM systems, add extra incentives for reps that make their quotas, or look for that magic sales tip from an outside consultant.
All of those actions are good. They will likely provide some benefits. But... what if the problem isn't really the number of leads?
Why It Doesn't Work
Imagine that Company X does what it takes to bring in more leads for their sales reps. To them, that's the "miracle cure" that will solve of all their problems. However, after several months their revenues haven't really increased. Why isn't the quick fix working?
It could be any number of reasons. For instance:
What's the point of all this? Simply put, don't look for a quick fix. It's better to take a step back and probe for deep-seated issues that need to be addressed in order to move forward.
Oversimplification = Underperformance
It can be tempting to boil down all of a business' sales issues to one cause. After all, popular culture teaches us that if people can just fix that one, fatal flaw (Achilles' heel, Darth Vader's anger, Hamlet's indecision), then everything will be smooth sailing. The truth, of course, is usually far more complicated.
The myth of the miracle cure has its roots in oversimplification. But let's not kid ourselves: It takes a lot more time and effort to address underlying performance issues than throwing money at a "quick fix" solution and hoping that things work out.
Here's the key takeaway. Don't oversimplify your sales problems.
Be willing to put in the work of analysis and research. Take time to figure out all the factors that could be contributing to your team's underperformance. Don't be quick to point the finger at any one thing, person, or department. Seek an outside perspective, if you need it.
If you avoid the trap of the "miracle cure," then you'll be in a much better position to identify and address performance issues — and your business will benefit as a result.
Get Actionable Sales Tips
If you'd like more insights and sales tips on how to improve sales performance for your SMB, be sure to sign up for our newsletter, contact us directly, or explore our website for valuable resources and webinars.
As the sales leader of your company, you want to train, support, and nurture your reps to the best of your ability. Sales leadership is about implementing repeatable, effective sales processes to grow revenue. How can you make those goals a reality? What actions and mindsets should you proactively avoid?
In this article, let's specifically tackle that second question. We'll talk about three sales leadership pitfalls that you need to navigate around in order to really improve your team's performance.
If you're staying far away from these situations, then give yourself a well-earned pat on the back. If you can relate to one (or more) of these scenarios, don't despair! After all, identifying the problem is the first step towards fixing it.
Pitfall #1: The Spaghetti Thrower
Have you ever thrown spaghetti noodles against the refrigerator? It's an old trick that lets you know when the noodles are cooked all the way through. If they're not done, they don't stick. If they are, they do.
Some sales leaders are like spaghetti throwers. They keep trying out new solutions, and hope that, eventually, something will stick. They may cycle through one "growth activity" after another - mission statement writing, sales training and up-skilling, marketing collaboration sessions, team-building...you name it. The problem is, none of those solutions ever really "stick." None of them make a lasting impact in terms of performance or revenue.
Here's the million-dollar question: Is the "spaghetti thrower syndrome" a solution issue, or a sales leadership issue? The reality of the sales industry is that there's no "secret sauce" to make the spaghetti stick to the fridge. Results don't magically appear overnight.
A sales leader's impatience will cause his or her team to constantly change course, without any set destination in mind. Then, everyone in the company is going to think something major is broken — even if it isn't.
The takeaway? Don't expect big wins immediately. Give any proposed solution some "breathing room" before moving on to the next big thing. Your team will certainly appreciate the increased stability — and will be more willing to make those changes that are actually needed.
Pitfall #2: The Cinderella Story
This is a scenario that may or may not be avoidable, depending on your company's particular circumstances. The basic premise is this. Your business (Cinderella) needs to grow sales ASAP. Otherwise, you'll lose your investors, partners, and maybe the company itself (translation: your carriage will turn into a pumpkin).
A lot of startups find themselves in this time squeeze between rounds of investor funding. It's a great problem to have — if your sales team operates like a well-oiled machine, and you're closing sales left and right. If not, then you may feel like hitting the panic button. When faced with a "do-or-die" scenario like this, many leaders will go into desperation mode, and resort to sales tactics that aren't good for the brand, and don't really work.
What's the solution to this problem? Basically, you need to take the time to analyze what your sales team is already doing that works. Then, optimize your process from there. Don't risk everything on a big, untested idea that could blow up in your face. Use what you have. Call in backup. When time is of the essence, make sure that you're not wasting any of your efforts.
The takeaway? Don't panic when your sales team is under the gun. Optimize the parts of your process that are working; and get help for the parts that need improvement. Don't gamble on an unproven sales tactic. Build on the foundation you've already laid.
Pitfall #3: The Runaway Train
This is perhaps one of the more common sales leadership pitfalls that companies fall into. The sales team is bringing in revenue (i.e., the train is moving). But there's no unifying strategy to maximize the revenue stream (the train is a runaway). As a result, the company is overly reliant on "barn burner" sales once or twice a year, and leaves a lot of potential profit on the table.
Oftentimes, the lure of a quick win is what makes this pitfall seem like an opportunity. For instance, think about a business that discounts its products to 50 percent off during an end-of-the-year sale. Sure, the sales team will be able to drive revenue hard over the course of that promotion — but at what cost? What about the leads that would have bought the product at full price the month before, but decide to wait for the sale instead? Or the customers that just bought the product, and then discover that it's half-price? The strategy may keep the company's lights on, but it simultaneously reduces the business' revenue stream and devalues the brand.
Sales leaders that get stuck in this kind of rut may think there's no way to "stop the train." In many cases, though, the company isn't really on the brink of disaster. Maybe all that's needed to get the train back on track is a change of perspective.
Ask yourself: "Instead of worrying about the next three months, what can we do to grow the business over the next year? Should we really sell based on price alone, or can we sell based on other factors, like quality or uniqueness?"
The takeaway? You may need to take a step back and see if you and your sales team are stuck in a rut, and leaving growth opportunities on the table. Never devalue your brand or product without a good reason. Don't focus on quick wins to the exclusion of long-term revenue growth. Look further ahead than the next few months, and look for ways to improve sales performance in sustainable ways.
Sales Leadership in a Nutshell
There you have it: 3 sales leadership pitfalls that you should absolutely avoid to the extent possible. If you've fallen into any of these thinking patterns, then get to work on setting things right! You may be surprised at how impactful even small adjustments can be to your team's overall focus and performance.
If you'd like more insights on how to improve sales performance for your SMB, be sure to sign up for our newsletter, contact us directly, or explore our website for valuable resources and webinars.
When you hear the term "change agent," what comes to your mind? Maybe you think of a motivational speaker that comes in with a stockpile of buzz-words and feel-good phrases, leading your employees in a "team-building exercise" involving a bed of fiery coals. Or maybe you think of a 30-year-old, wearing a power suit and perfectly coiffed hair whose only job is to beat up your sales reps for not closing to their full potential.
Here's the good news. Neither of those images represents what a change agent truly is.
A change agent's main goal is to affect powerful, lasting change in the organization. That can't be done through a dictatorship. Rather, a change agent must have the right attitude and skill set to do the job properly. That means being open-minded and respecting everyone's seat at the table, without exception.
Basically, a change agent must sincerely listen to each team member's input. In fact, he or she should welcome and actively seek such input. Only with the insights from and support of your entire team will you be able to effectively discover opportunities for improvement, align your teams and departments toward those newly discovered goals, and implement needed changes.
Three Key Qualities of a Change Agent
It's important to consider a change agent as a guide, rather than a boss. Think of the change agent as an "investigative reporter" rather than a "mechanic." The mechanic's job is to find the problem and fix it, even if it means disassembling the engine in the process. The reporter's job is to ask questions until they clearly understand the facts.
Similarly, some business-minded people want to approach their sales department as a "machine" that needs fixing. However, it is almost always more helpful to approach organizational improvements as a "developing story," one that needs to be thoroughly investigated before any definite conclusions are reached.
With that in mind, here are three key qualities that a change agent needs to display during the process of discovery, alignment, and implementation.
1. Seek to Understand
A change agent must seek to understand, first and foremost. That means active listening, both to individuals and groups. It also means asking some penetrating questions.
Language is a prime example of why deep understanding is so vital to organizational change. Take the word "partner" as an illustration. A lot of companies talk about "partnering with their customers" — but what does that really mean?
To one sales rep that may mean 24/7 availability; to another it may just be an insubstantial buzz-word. Only by asking those probing questions, and really listening to the answers, can a change agent find and define common ground — a foundation from which the entire team can build together.
One of the best questions that a change agent can ask is: "What's showing up for you?" It's open-ended enough that the other person can interpret it in different ways. At the same time, it invites honest feedback on the content and direction of the conversation.
A simple question like that, used skillfully, can highlight different opinions between team members in a neutral way. It's a great step towards ensuring that everyone is on the same page moving forward.
2. Hold the Vision
By seeking to understand where team members are coming from, the change agent can guide them as individuals and as a collective. The change agent directs them toward the ultimate destination — achieving the company's vision.
Of course, any long journey comes with its share of "hiccups," a detour here, a traffic jam there, a delayed flight up ahead... you get the idea. When those hiccups do happen, the important thing is to stay focused on the goal. This is where a change agent can prove to be invaluable.
The change agent has to hold all stakeholders accountable to the vision. If interdepartmental alignment is a clearly stated goal but communication is slipping, then the change agent may need to call management out on this issue.
It's okay if team members or managers occasionally lose sight of the end goal. After all, the sales industry gets real busy, real quick. But when that happens, someone needs to right the ship and remind everyone of where they want to go. Usually, that someone is the change agent.
3. Consistently Build Trust
When a company is struggling with misalignment, employees are going to experience some level of frustration, disappointment, and other negative feelings. In turn, those negative feelings are going to inhibit the company's "improvement team" from sharing potentially painful, but sorely needed insights with their managers and colleagues.
This is where the change agent comes into the picture. He or she absolutely must create a safe space in which everyone can express themselves without fear of judgment or retribution.
Maintaining confidentiality is a huge part of this — and it's an ongoing process, not a one-and-done task to check off the list. If a team member vents to the change agent, the rep's trust would be completely shattered if his or her manager comes by the next day and says: "I heard you were unhappy about this issue." Once that trust is lost, so is any hope the employee will contribute something that could lead to lasting change.
Besides confidentiality, the change agent has to know the culture of the company — and even the personalities of the individual team members. Would people feel comfortable expressing themselves in a large group? Would smaller groups be better? Or would one-on-one breakout sessions be most appropriate?
How the change agent structures team interactions will play a subtle but important role in whether all members of the team ultimately buy into a culture of trust and change.
Why Does Your Sales Organization Need a Change Agent?
The simple answer? Without the right person leading the charge, any changes you want to make will have less impact and a shorter lifespan, than they could have had otherwise. Of course, whether you yourself, a designated team member, or an outside expert should be your organization's change agent is a judgment call that you'll have to make. But when you give your change agent the freedom to understand, question, remind, and nurture, then your entire company will benefit as a result.
If you'd like more insights on how to improve sales performance for your SMB, be sure to sign up for our newsletter, contact us directly, or explore our website for valuable resources and webinars.
Humans prefer new things, but often only in the context of familiarity. It’s why we love sequels. We want to know our characters and their settings, but importantly, crave seeing them in new situations. Your current customers are with you because they like what you do and you are familiar. The best way to keep them is to create a sequel - a new offering of what they already love.
To do this, it’s important to look wider and deeper into what your customers need. They are already on your side, believing in your offerings and feeling comfortable.
Reconnecting with Existing Customers
To gain new revenue through existing customers, you need to reach out and listen to what they want to achieve, what problems they face, and what challenges they want to overcome. Remember that the solution for one customer will be different than for others. Your various offerings may work for everyone in some capacity, but how they are implemented will often be different. Only once you truly hear your customers' challenges can you find the correct solution.
Get proactive by thinking about what your company can do to create more value for your customers and how to make their lives easier. Remember that your customers are real people and the more you can listen, connect and problem-solve with them, the more likely you are to bring them further into your business. In all aspects of our lives, we want our relationships to be meaningful, and the best way to do this is through thoughtful exchanges of ideas and proper listening. Brainstorming works best when the foundational relationship is significant.
It’s also important to note that when deep investigation occurs, not only does your customer feel understood and most likely thrilled with the solution, but your organization will possibly have a new offering. Idea generation shows commitment to the customer and simultaneously improves the team’s creativity and enthusiasm.
Your current customers want unique solutions. They want the sequel, something exciting but not too far beyond their experience with your company. You can provide these solutions, but the customer needs to know that you’ve aligned your offerings to their needs and that they aren’t walking into a one size fits all scenario. Give them your ear, your time, your ideas, and show them that it’s a collaborative solution. Empower them to assist in problem-solving.
The Value of Meaningful Relationships
There are always ways to create more value for your customers if you just listen and seek to understand where they are and where they want to go. The bottom line when closing a sale is communicating the value of the additional products to the customer on the strong foundation of your existing relationship.
Listening goes both ways, and trust is built upon this social reciprocity. Communicating with your customers in a meaningful way shows them that you view them as real people whom you genuinely want to assist. Encouraged by honesty, they are then inclined to move forward with your business for their next steps. Enjoy the connection!
Constant communication within a sales team ensures that everyone's effort gets expended to achieve a similar goal. According to HubSpot, more than half of salespeople rely on peers to get tips on improving. Interestingly, 44 percent look to their managers, 35 percent to team training resources, and 24 percent to media. It is clear that effective communication within the team and with the sales manager is key to success.
However, creating an effective communication system is never as simple as it seems. After all, each member is focused on their individual accounts. How can you keep the communications framework open? Keep your sales team prepared, informed, and focused on the critical goals with these four ways to build an effective sales team communication channel.
1. Get to Know Your Sales Team
Communication will thrive when you show interest in your staff. Get to know more about each member's professional and personal experiences and aspirations. You will establish a link that will promote effective and clear communication.
Your team will pay close attention to the message when it is more personal. Think about how you would respond to a more personalized message. Personal knowledge also gives you the edge of using fun and humor when communicating key points.
2. Think About Your Goals
Before you start sending out an email or having an important meeting, clearly think about what you need it to say. Did you know that the value of communication gets lost during translation? Managers often prioritize haste at the expense of communication quality.
Start by defining what the outcome of your communication needs to be. You will find it extremely difficult to communicate when you have a half-baked conversation in your head. Your sales team will also find it relatively tricky to decipher your goals. Ask yourself what you want your sales team to take away from the conversation.
3. Keep Your Communication Channels Consistent and Recognizable
When communicating with your sales team, always use a consistent and recognizable channel. It can be somewhat confusing for the entire team when you shift between different communication channels. Choose a particular communication tool. Stick with it and alert your team if it changes.
Start by training your team on how you will deliver the information and what to expect. Doing this will ensure that each member of the sales team gets communication on time and effectively. Avoid frequently switching communication channels, which could cause some members to not get your message on time.
As a rule of thumb, good communicators are always good listeners. When managing a team, the majority of the communication will be from you. However, this does not mean that a two-way communication system is not vital.
Establish an open and regular dialogue with every member of your sales team. Periodic check-ins are an excellent way of ensuring that each member can share their thoughts. Your team will also get a chance to weigh in, thus fostering effective and honest communication. Most importantly, you can act on the feedback you gather from your team.
Advantages of an Effective Sales Team Communication Channel
Why is an effective sales team communication channel vital to your organization? Never forget you stand to benefit a lot from keeping your sales team informed, focused, and prepared. Here is what a successful communication channel will get you.
Optimizing your communication channels is just one way of effectively managing a sales team. If you'd like more insights on how to improve sales performance for your SMB, be sure to sign up for our newsletter, contact us directly, or explore our website for valuable resources and webinars.
Weekly sales meetings are a great way to keep your team focused, and brainstorm new approaches and techniques. Ideally, they will motivate your reps to give their best. Of course, the overall effectiveness of your sales meetings depends on how much effort you put into them.
Let's talk about one sales meeting tip that will really add value to these meetings without having to stretch your bandwidth to its breaking point. Here it is. Each week, have one of your sales reps present a miniature case study of a successful sale. That's it. Seems simple, right?
This can quickly become one of the most practical and motivating pieces of your weekly sales meeting. Why do we say that? For one reason, we are hard-wired to learn through stories. Stories (including case studies) help us to retain key facts. They also enable us to form emotional connections that can motivate us to change our actions — and even our thinking patterns.
So when your sales rep shares a success story with the other team members, they'll be in a better position to emulate his or her techniques. Plus, they'll be more motivated to do so. It's like they're multiplying their own experiences by those of their colleagues!
Now, let's dive into the benefits for each person/department when you add this sales meeting tip to your weekly meetings.
This is a great opportunity for the presenting sales person to practice his/her skills. After all, a large part of the sales process is presenting information in an appealing, clear, and concise manner, right? The presenter also gets to hone his/her technical skills with PowerPoint, Google Slides, or whichever presentation platform your company uses.
Moreover, they get a chance to celebrate their recent success with the team, and receive recognition for their efforts. There isn't a sales person on the planet who doesn't love getting recognized.
The Other Team Members
Your other sales reps get some peer-to-peer feedback, and the opportunity to ask questions about what worked for the presenter, and why. As a result, the presenter's success story can be a great frame of reference for the other team members as they work with leads of their own.
Because they're learning from a peer, the other team members will be able to tap into a broader array of experiences to help them close sales. As they do so, they'll move down the learning curve more quickly, gain confidence and momentum, and improve their own sales performance. It really is a win for everyone!
The Sales Team as a Whole
When the entire team gets to share an experience like this, it coalesces as a tighter, more cohesive unit. The team gains more internal trust, a greater sense of collaboration, and a deeper level of engagement with the work, and with each other.
The Sales Manager
The concept of letting a sales rep present to the other members of your team - in effect, training them to be more effective — is "servant leadership" at its finest. Instead of thrusting yourself into the limelight, you're demonstrating trust in those under your supervision.
You're allowing each one of your sales reps to leverage his/her own unique strengths in order to achieve the goal. And then you're empowering them to tell others about their experience.
But what if a presentation doesn't go so smoothly? Here's the thing. Even a lackluster presentation provides you, as the sales manager, with a training opportunity. You get to see the sales rep in action. If he/she needs some constructive feedback, then you can provide it afterward in a private setting.
The Marketing Department
Let's not forget your marketing team. If you let them sit in on this section of the sales meeting, they'll get to hear firsthand what motivates customers to buy, and what your sales reps use (and wish they could use) to close the sale.
Plus, your marketing team can easily turn these success stories into public case studies or testimonials. If you need to align marketing and sales, this is one way to start building that bridge.
Set at New Standard with This Sales Meeting Tip
Here's the main takeaway. If you let a different sales rep present to the team each week, it will be a big win for everyone involved. Give it some thought. If you haven't tried this already, then start with one of your top performers. Trust them to set the standard for your team.
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How would you respond if someone asked you: "What's the main job of a sales manager?" Would you talk about pushing your team to meet quotas? Improving productivity metrics? Driving better performance?
Granted, when we're talking about any position in sales we can't discount the importance of the bottom line. But there's a right way and a wrong way to achieve the results you desire. The right way is to bring out the best in your team. That means supporting each individual member, mentoring him or her, and (at the same time) building a certain level of predictability into your forecasting model.
Use KPIs to Build Visibility into Your Sales Funnel
If you really want to drive team performance as a sales manager and motivate your individual employees to give their best work, then creating more visibility into the sales funnel should be one of your top priorities.
The truth is, sales reps thrive within clear boundaries. When you and your team know which Key Performance Indicators (KPI) are most important to sustained, lasting success — and why they're so important — then everyone can work together to meet the same goals. That's one critical way you can support your team.
To paraphrase Tom Petty: You don't want your people to be "out in the great wide open," sales reps without a clue.
So now the question becomes: Which KPIs should you focus on? There are a ton of crucial metrics in the world of sales, but let's narrow our discussion down to three big ones:
Let's take these one at a time, and see why they're so important to individual and team performance.
1. Sales Funnel Populations
It goes without saying that your organization needs to have a sales funnel with clearly defined stages. After all, your "sales pipeline" becomes much more predictable within such a structured framework. If it's predictable, it's measurable. And if it's measurable, it's improvable.
Once you have your sales funnel stages clearly defined (and your sales and marketing departments on the same page), you need to determine three things.
Why are these sales population KPIs so important? For one thing, they're great markers for the overall "health" of your sales funnel. If you see increasing populations, then you can expect revenue growth. If you notice decreasing populations, then you should brace yourself for revenue contraction in the near future.
These metrics also provide actionable insights. For instance, they can help your finance team forecast for future demand. They can shed light on which activities are driving growth, and which ones are ineffective. Moreover, they can provide a wonderful point of reference to which you, as sales manager, can align your teams for more stable, quantifiable growth.
2. Conversion Rates
We're specifically talking about conversion rates between funnel stages here. There are two key elements in play: the amount of time it takes to move leads from one stage to another, and the quantity of leads that make the conversion.
What are good benchmarks for your company? It really depends on your specific business and industry. However, if your percentage of leads moving from the evaluation stage (middle of funnel) to the decision stage (bottom of funnel) is low, or if it's taking those leads a long time to convert, then you'll need to make some adjustments.
Why are these two aspects of your intra-funnel conversion rate so important? Basically, for three reasons.
3. Close Rates
Finally, it's vital to understand your team's average close rate (aka "quote to close ratio," "lead-to-customer conversion rate," etc.) — both as a whole, and for each individual member. Not only does the close rate help to calculate ROI, but it also provides a baseline from which to manage your sales team.
Why are close rates so important for sales managers? Realistically, not everyone on your team is going to be a "sales superstar." But knowing the average close rate for your team can inform your expectations for new team members. In addition, knowing the close rates for individual members can provide a great starting point for your coaching/feedback sessions. This knowledge will also act as an early warning sign if someone needs extra support (for example, if a high performer's rate starts to drop month over month).
Your close rates can help you to inject a heavy dose of predictability and transparency into your sales process. They can help you set lofty but reasonable goals for each sales rep, incentivize improved performance, and forecast growth.
Leveraging KPIs for Sustained Success
There you have it: three important KPIs that every sales manager must use! If you take away one key point from the above information, let it be this:
Use your KPIs to create visibility, predictability, and accountability for your sales team — and yourself.
When your team members have clear, actionable direction and specific goals to shoot for, they'll not only be more productive — they'll be happier at their job. They'll be able to individually improve themselves. At the same time, you'll be in a better position to mentor and support them on a one-on-one basis.
Sales KPIs, when used properly, can be a dashboard for performance, both in terms of revenue and human capital. That's their true power. Don't take it for granted!
Of course, there's a lot more to the world of sales management than the three metrics discussed above. If you'd like to chew on some more practical SMB insights and advice, sign up for our newsletter; contact our team; or check out our website for valuable resources and webinars. We'd be happy to help you grow your business, one KPI at a time.
Do you have a culture of trust within your sales organization? Many companies, and managers within those companies, pride themselves on having an "open door policy." In other words, their employees can come to them at any time with work-related issues, and expect to be heard.
An open door policy is a great thing. And guess what? If your sales team is bringing up issues to you as the sales leader, that means the open door culture you've created is working. Because you've taken the lead in staying open to feedback, your team trusts you. They feel comfortable sharing their ideas, concerns, and issues with you — and hopefully with each other.
But here's the thing. You've got to do more than passively listen to your sales team's feedback. In order to build a trust culture, you have to actively listen. And then you have to act. If you fail to follow through, you may end up doing irreparable damage to your culture of collaboration — and to the trust you've built up with your employees.
Here are three basic steps you can follow to address issues that are important to your sales team in a decisive, empathetic and effective way.
1. Generate a Trust Culture by Creating a Space for Feedback
The best way to get feedback from your team is to ask for it. But it's not enough to simply ask. You have to demonstrate, over a period of time, that you're willing to really hear them out, and not take feedback or criticism personally.
In fact, the feedback you receive by simply asking could change your entire approach to team building, the workplace environment, and even your management style.
It's important to remember that your basic job as a sales manager is to help your team members become the best reps they can be. You're there to support them, mentor them, and even befriend them. When you prove to your team day in and day out that you're interested in them as people, they'll be much more willing to come to you with their issues.
2. Actively Listen to Understand
Once a team member comes to you with an issue he or she is having, it's time to really drill down to the core of the problem. Building a trust culture requires active listening.
We're not just talking about techniques like repeating your team member's statements back to him or her in your own words (although techniques like this are helpful). We're talking about making absolutely sure you understand what the issue is. Why is it affecting your rep? How does it impact your team as a whole?
Then, when you have a firm grasp on the issue, reassure your team member that you know where he or she is coming from. If you've faced a similar challenge in the past, perhaps you could mention that as well. And then it's time to transition to step #3...
3. Outline What You Plan to Do, and Follow Through
"Talk is cheap." "Actions speak louder than words." Pick any cliché you want. They're all true. If you truly want your sales rep to feel valued, highly motivated, and part of a team, then you need to clearly communicate what you're going to do about this issue.
You don't have to give out all the details. Just provide a basic outline of the next steps you plan to take. If at all possible, provide a rough timeline of when he or she can expect a resolution.
Obviously, the more mission-critical the issue is, the faster you should address it. However, don't let "minor issues" fall to the wayside. A minor issue may not be urgent on an organizational level, but it was still important enough to the rep that he or she approached you to talk about it. Not following through will damage the trust culture you've worked hard to build.
If you want your team to stay focused, to feel valued, and to give your company their best, then stick to this three-step process no matter how big or small the issue may be. For more insights on how to be the best sales manager you can be, be sure to sign up for our newsletter, contact us, or explore the valuable resources on our website.
There's an old folk saying that goes like this: "Never forget where you came from, because when you do it's a long road home."
That's great advice in general, but especially for a salesperson. After all, long before you were in the sales business, what were you? A customer, right? And obviously you still are in most aspects of your life.
So if you want you (and your team) to be more relatable, to sell with more confidence, and to take business to the next level, it's time to rediscover what it's like to be a customer. And not just any customer, but your own customer. Optimize your customer experience by putting yourself in your customer's shoes. Circle back to how your customers are really experiencing your brand, and your product/service offerings.
Now, don't get me wrong. We're not talking about some vague mental exercise here. If you really want to tap into the power of customer-centered empathy, guide your team through an actionable process. Dig deep into the customer experience with these three steps.
Step #1: Realization (Think of Yourself as the Customer)
It's absolutely vital that you, as a salesperson, constantly remind yourself of what it's like to be a customer. Granted, a lot of companies use buyer personas to help them identify "target consumers." These semi-fictional profiles certainly have their place. However, as a salesperson on the "front lines" of your business, you need to go deeper than demographics and the surface level of a persona's hypothetical sales journey.
For instance, think about your own customer experiences. Ask yourself questions like:
Write down the answers to these and similar questions. Then, spend some time analyzing those answers for actionable insights.
And don't stop there! Get different perspectives from your friends, colleagues, current customers and past customers. Schedule a team meeting, and ask your employees to prepare examples they can share to educate and inspire the entire team. Have an open dialogue with one another. Encourage creative thinking. Collaborate.
Training yourself and your sales team to really "step into the customer's shoes" is the first step toward optimizing the customer experience and growing your business. In fact, a whopping 86 percent of customers say that they're willing to pay more if it means getting a better customer experience. Chew on that for a moment!
Step #2: Processing (Identify What's Important to Your Customer)
Now that you've gathered quite a bit of data from the "realization" stage, it's time to organize and filter that data into meaningful patterns. Use plenty of questions during this second step to honestly assess the strengths and weaknesses of your product/service offering.
Think of yourself as a guide. If you were in the buyer's place, how would you want to be guided along your journey? What would be most helpful to you? What would help create a memorable customer experience?
For example, think of the following points:
As you process the information you've gleaned from the "realization" phase of this process, you'll no doubt discover new insights about both your customers and your brand.
Step #3: Action (Make the Customer Experience Better)
Finally, it's time to take your research and turn it into results. Develop a workable plan of action to implement the insights and opportunities you've discovered.
As an example, think about how you could use the information from the previous two steps to improve the customer experience during a sales call. Ultimately, there are three elements of a great sales call — but how can you achieve them?
Keep Learning. Keep Growing.
At the end of the day, the three-step process that we've discussed will help you to stay aligned with your values, your company's mission, and the needs of your prospects. Basically, it's a powerful way to "remember where you came from," and grow from the experiences you've shared (and still share) with other consumers.
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Compensation is essential in managing, motivating and retaining a sales force. A great sales executive compensation plan accomplishes quite a lot. It provides fair compensation to the sales executive, incentivizes specific actions and behaviors that suit the organization's needs, and motivates employees to hit set goals.
Today's sales executive wants a challenging job with a clear path to match his or her performance based on what he or she can directly impact and control. They want employers to recognize their performance with rewards that increase as their impact on the organization increases.
What is fair compensation for a sales executive? Unfortunately, there's no one-size-fits-all answer. Instead, gear your sales compensation plan toward what is right for your company. Design it to influence the outcomes you want, and align it with your SMB sales executive's strengths and motivators. Here are some guidelines to think about.
Sales Compensation Plan
An effective compensation plan will drive your sales team's performance. It includes details about all aspects of your sales team's earnings, such as salary, commission, benefits, incentives they are eligible to receive, and on-target earnings (OTE).
OTE is a metric that helps forecast the total potential compensation of a specific position when a team achieves all the set performance targets. It is common in sales compensation plans since it's a contract that guarantees a particular commission percentage.
You need a comprehensive compensation plan for all your sales team members based on their role, experience, the type of deals they handle and the sales cycle's length. Consider these factors:
Factors that Affect Your Sales Executive's Compensation Plan
Determining compensation for your sales executive is challenging. You must consider several factors in your plan, including experience, the current market and the business sector. How long will it take to train and bring them up to speed? Do they bring their own book of business? Here are five factors to consider when creating your compensation plan.
1. Determine if You Have a Farmer or a Hunter.
Hunters love chasing down leads and finding opportunities. On the other hand, farmers cultivate leads and opportunities and grow existing accounts to generate revenue. Making this distinction will help you select the right person for a sales executive position and determine compensation.
How do you know if you are hiring a farmer or hunter? There are certain soft skill sets associated with each. Try giving candidates sales assessments during the recruitment and hiring process. Here's what I mean.
Hunters tend to be outgoing, risk-averse and motivated by recognition. They are typically self-managed and able to operate independently. Their ability to bet on themselves makes packages with a high degree of variable compensation desirable for them and their employers.
Farmers excel when they can grow relationships, create ongoing value and connect with the same clients year after year. They thrive on driving customer loyalty and creating long-term value. Farmers are more security-oriented than their hunter counterparts, making a base salary and small variable compensation structure more attractive for them.
2. Incent Based on the Degree of Control.
This method holds sales executives accountable for things they control. For example, if a sales executive influences a sale alone instead of enlisting help or delegating tasks to their team members, they qualify for higher incentive compensation.
To implement this sales compensation plan, determine what variables the sales executive can control. Will they close sales or open doors for their sales team? For sales management, consider whether they can increase the sales team's closing rates, impact KPIs, affect Customer Relationship Management (CRM) adoption or decrease the sales cycle.
These tangible metrics help measure the impact of their work and determine their compensation.
3. Reward Successful Results with Variable Pay Plans.
Variable or incentive pay plans refer to pay that sales executives earn beyond their regular salary. It is not a guarantee, and you only pay it if the sales executive achieves his or her goal. Those goals are tied to tangible metrics such as sales growth, profits or productivity improvement.
Variable pay plans allow you to reward your sales executives for attaining successful results. It also controls compensation expenses when they don't achieve good results. These plans motivate your sales team's performance, encourage them to meet their specific job role's goals and any measurable targets you associate with their compensation. For example, their plan might be based on an individual sales quota for their team if they are responsible for sales team management.
Here are four main types of variable pay.
4. Work Back from the Revenue Targets Using OTE
Start with the goal or objectives in mind. When you work backward from your sales executive's revenue or success targets, it will help you determine an appropriate compensation package for them.
On-Target Earnings (OTE) provide you with a realistic view of what your sales executive's total compensation would be when they reach their expected (and reasonable) quotas and goals. OTEs could include the base salary plus the realistic commission from closed deals. You can use this metric to determine your employees' total potential compensation when they achieve their performance targets.
For example, if your OTE is between $200,000 and $250,000 annually, the basic salary could be between 70 and 80 percent ($140,000 to $200,000). You could base the rest of the OTE on performance, which you could pay annually, quarterly or monthly.
Start Creating Your Compensation Plan
An effective compensation plan is vital to the success of your team. Commit to continuously evaluating your plan to match the changing business climate and the outcomes you want to achieve.
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Whether you're the leader of a sales team or a member of one, your sales task list is always long and a constant juggling act. There are leads to generate, opportunities to cultivate, contracts to write, customers to call back, trade shows to sign up for and sales meetings to attend.
Which tasks take precedence over the others? Is your day just a series of running from one urgent sales task to the next? A recent study found that two-thirds of a sales rep's time is spent on non-revenue generating tasks. That means it's essential for sales managers and the sales team to understand the difference between urgent and important sales tasks. Why? It directly affects your ability to generate revenue, the sole purpose of a rep's job. Here are some tips to help you make this distinction.
Urgent Sales Tasks Generate Revenue
For a sales manager or a member of a sales team, an urgent task is one that generates revenue. For example, writing up a final contract or returning the call of a client who wants to make a purchase are revenue-generating tasks, and therefore urgent. When you and your team review upcoming tasks, the first question should always be, does it generate revenue? When the answer is yes, it moves to the urgent column of your to-do list.
Managers Highlight Urgent Tasks
It's always a good idea to highlight urgent tasks in some way. If you're a sales manager with a whiteboard, dedicate a section to urgent tasks. Or, use a different color — maybe green, the color of money — marker for urgent tasks. You want your team to always know which tasks to concentrate their time and energy on.
Team Members Create a To-do List
When you're a member of a sales team, you have individual tasks that you're responsible for completing. Some of these tasks generate sales while others don't. Create a prioritized to-do list each morning or at the end of the day for the next.
Let your urgent tasks lead the list. As your day progresses, and you add tasks to the list, you need a way to indicate urgent sales tasks. Consider highlighting them or using an online to-do list where you can rearrange your priorities.
Urgent tasks are always the ones that generate revenue. Whether you're a sales manager or part of a team, you want your company to succeed. Making sales is the best way to grow a business.
What is an Important Sales Task?
An important task is a job that needs to get done in the near future, but it does not directly generate revenue. Whether you're a sales manager or a salesperson, there are administrative tasks that must get done. For example, an important task might include completing yearly performance reviews for your team or entering leads from the last trade show into the database. These are tasks that must get done in a timely manner to keep the company running smoothly. However, they don't directly generate revenue.
Focus on the Urgent without Neglecting the Important
As a sales manager, it's your goal to keep your team focused on urgent tasks without neglecting the important ones. Consider dedicating one hour a day to important tasks or maybe one afternoon each week.
If you're a member of a sales team and your manager doesn't dedicate time to important administrative tasks, find time that does not interfere with revenue-generating tasks to tackle the important jobs in your workflow. However, be careful not to allow an important sales task to slow any momentum your team has built throughout the day.
Create a To-Do List
There are important sales tasks that need to be completed each day, once a week or once a month. Create a daily, weekly and monthly to-do list, so you don't miss any important tasks.
Find a balance between completing urgent and important tasks that doesn't leave important tasks sitting for days, weeks or months unfinished. Similarly, as a sales manager, dedicate a specific time each day or week to these tasks.
What About the Gray Area?
There are some tasks that seem urgent, but don't generate revenue immediately. For example, cold calling leads has the potential to generate revenue, but it isn't guaranteed. Of course, you have to develop leads to increase your customer base and generate greater revenue for your company. However, does it fall under the urgent and important task list? It's actually the gray area in between the two. Make time for these tasks as well.
Managers Help the Team Prioritize
As a sales manager, it's your job to help your team make the most of their time. You wouldn't want gray area tasks placed ahead of urgent tasks. However, you don't want your team working on important administrative duties while a batch of gray area tasks waits. Find the gray area tasks a spot at the bottom of your urgent to-do list, ahead of the important items.
Sales teams want to generate as much revenue as possible for the company, especially if they work on commission. Complete all your urgent tasks first. Then, devote some time to gray area tasks that have the potential to generate income, even if it isn't in the immediate future.
Create a Routine
Put these gray area tasks on your to-do list somewhere between urgent and important. Work on these tasks without completely ignoring your important administrative tasks. Creating consistency in your daily and weekly tasks will benefit you and your team. Sales team members thrive with a level of consistency and routine.
Ask for Input
Trust your team. They likely have many years of experience in prioritizing tasks. No doubt, they will offer solutions to help incorporate important tasks without losing momentum on urgent ones. Encourage your team to come and discuss the possibilities with you. When you put a co-created plan in place, it helps you achieve the team's goals with support and accountability.
Get more tips, tricks and insights on identifying urgent and important tasks, and the evolving sales environment. Sign up for our newsletter or visit our website for webinars and other valuable business resources. Contact us any time!
Marketing and sales is all about communication. Even if you have an experienced sales team, aligning them with effective marketing strategies that will drive profits can be difficult. Help these two camps work together productively by gaining better insight into their minds. How so? DiSC assessments are designed to improve sales performance.
Let's discuss the basics of a DiSC assessment, its benefits, how it impacts sales and how managers can use it to build top-producing marketing and sales teams.
What is a DiSC Assessment?
DiSC is a behavioral assessment test based on the DiSC Theory. Its design is to provide insight into how individuals behave and think. Understanding an employee's personality and behavior in the workplace is essential to maximizing productivity and cohesion with other employees. DiSC's four distinct personality traits include:
How DiSC Can Impact Your Sales Success
Understanding team members' DiSC profiles allows sales and marketing teams to connect better, communicate more effectively, and build a stronger relationship with prospective and current customers. The results from the assessment enable individuals from each team to understand how their unique profile impacts the sales process. Managers can then use strategies to complement individual personalities and increase productivity. Likewise, when you understand how team members think and act, you minimize the chances of miscommunication.
Another way DiSC assessments can improve your sales is by developing a better understanding of your customers' buying preferences. Your sales team can find reliable ways to generate effective communication that leads to a lasting rapport with customers. They can then adapt those strategies to changes in buying behavior, making your customer service far superior and more successful. Here's a quick summary of how DiSC can impact your sales success.
Managers- Build Your Teams Using DiSC
Using DiSC assessments is a useful way for managers to build sales and marketing teams with diverse personality traits. Each specific personality trait brings something unique to the table. Use those traits to build a team that complements each other's preferences.
Use DiSC to assign specific roles to individuals you know will succeed based on their personality traits and preferences. This will foster greater creativity and engagement among each member. Not to mention, it can also lead to more effective communication and overall productivity.
As a manager, your task is to hire, train and manage teams with different personalities and learning preferences. The amazing thing about a DiSC assessment is it provides you with the necessary insight to know exactly how your team ticks, how you can maximize effective communication between each team member, and how you can leverage those distinct personalities into increased sales performance.
DiSC Maximizes the Five Stages of Action
When building a marketing and sales team, you want each team to maximize the five stages of action. This fundamental sales technique includes:
Generate More Sales - How?
At Improving Sales Performance, our name says it all. We are here to help your business increase its bottom line. Through our frameworks, we aim to increase your revenue and optimize your sales methodology.
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I’m Karl Becker and I help individuals and organizations improve how they sell. My focus is on clear, concise, actionable solutions.
In short, I'll show you how to increase performance and generate more revenue.
This blog shares approaches, tools, and ideas that I have seen create success.
If you’re interested in discussing anything, please reach out.