 Successful sales reps work across diverse industries, pursue different performance metrics, and have various selling styles. However, there are certain things they all share. One common denominator is training. Continuous, relevant education that keeps them at the top of their game, and up-to-date on the latest trends in their market is critical to success.
Of course, as a sales manager you want to give your team the tools for success — which often includes a guided training or "up-skilling" program. But what if you could turn your sales reps into their own teachers? What if each individual sales rep could regularly tap into the collective knowledge of the entire team? When your reps are oriented toward collaboration and continual self-improvement, then your entire team's performance will enjoy a significant boost. How to Make It Happen It may not take a huge amount of investment to transform your reps into self-educating superstars. Once you establish a consistent framework in which your team members can learn from one another, they'll be able to "fill in the blanks." Here's one idea: Develop a worksheet that your sales team has to complete on a quarterly basis. Empower them to proactively manage it — you don't want to be standing over their shoulder, urging them to fill it out. Assign a different rep to take the lead each quarter. Any insights gleaned from this exercise can be distilled into actionable lessons. Then, they can be distributed throughout the team (either in one-on-one feedback sessions, during team meetings, or both). Sample Sales Success Worksheet The worksheet you develop may include questions such as these:
Of course, you may need to curate the feedback gathered from this exercise in order to make it as beneficial to the team as possible. Still, the objective is to promote critical thinking and collaboration. You want your reps to think about what is and what is not working — and to feel comfortable enough to share their insights with you, and with one another. Why Is This Important? It's been said that "no man is an island." The same could be said of sales reps. Not only does an individual's performance affect the bottom line of the entire team (and the company). But the team as a whole, when managed properly, can contribute to improvement for each individual. Take this scenario as an example: A sales rep at Company X discovers that he can convert 10 percent more leads into customers by focusing on product quality rather than pricing. As his manager, you definitely wouldn't want him to keep that knowledge to himself. Instead, you would want your other sales reps to follow suit, and (hopefully) improve their performance as well. With a consistent process in place to share ideas and insights (i.e., to transform your reps into their own teachers), it would be that much easier to disseminate the knowledge of a single sales rep throughout your team — and your entire department. Avoid the "Silo Mentality" Many sales organizations are victims of the "silo mentality" — departments are in fierce competition with one another, and sales reps are more concerned about individual accolades than team success. You want to avoid that mindset at all costs. By empowering your reps to teach themselves and each other, you'll almost certainly see a higher ROI from your efforts. And what more could you ask for? Gain more insights and effective sales leadership techniques for your SMB by signing up for our newsletter. Contact us directly, or explore our website for other valuable resources and webinars.  One of the biggest roadblocks to improving your organization's sales performance is when the decision makers are not in alignment. Think of it like a road trip. If everyone in your family is on the same page about your destination (say, Denver to LA), then it's okay to have a little "back and forth." Which route should we take take? Which attractions do we want to see along the way? But if half of your family wants to go to LA and the other half to Seattle, then you really only have three options:
In the same way, if the decision makers at your company have completely different "destinations" in mind for the business (i.e. different goals, visions, or missions), then one side will have to come around to the other side's way of thinking. Otherwise, your company will stagnate or (gulp) split apart. The bottom line? Your decision makers absolutely must be aligned if positive change is to be affected. What it Looks Like When Decision Makers Aren't Aligned Misalignment among decision makers can manifest with several symptoms. Here are just a few of the trouble signs to look for.
Obviously, this is not a comprehensive list. But it paints a picture of what misalignment can look like. When decision makers are not aligned, the change process can become slow and frustrating. It gets bogged down in arguments, or even evolves into a power struggle. How to Get Your Decision Makers on the Same Page Clearly, you have to get your decision makers on the same page before bringing other team members into the change process. Let's talk about three ways to encourage unity of purpose and action within your company. 1. Create a Consensus If decision makers have different ideas about which direction the business should take, your first step towards alignment should be to develop consensus among the leadership team. Here's one important exercise that can help. Have all of your company's leaders sit down and write their individual answers to the following questions.
The point of this exercise isn't to quiz your decision makers. There is more than one correct answer for each question. In fact, everyone may give different answers — and that's okay! Your goal here is to create a common starting point. Once each decision maker understands where the others are coming from, you can generate a discussion about how to synthesize all those answers into a workable strategy that everyone can agree on. 2. Develop Clear Boundaries for Leadership Misalignment often occurs when there is confusion about who exactly should give the "final word" on implementing changes within the organization. Take two common examples:
If there's a lack of clarity on who makes final decisions for the company, then any proposed changes can easily fall to the wayside. That's why it's so important for the change agent to clearly define who is in charge, and then hold them accountable for their authority. When clear boundaries are set, progress can be made. 3. Balance Flexibility with Decisiveness Good leaders are flexible and responsive to suggestions — no doubt about it. However, that strength can easily become a weakness in the form of indecisiveness. For instance, a leader who's willing to share some of his power with others may hesitate to "pull the trigger" on a proposed plan of action without approval from all of his subordinates. While flexibility is good, decisiveness is also essential. The person who makes the final decision on any initiative for change must be the same person who keeps his/her leadership team focused on the ultimate objective - and also supports the change agent's efforts to do so. With a strong, decisive leader at the head of the improvement effort, needed changes can be made in a timely manner. Decision makers who place an emphasis on collaboration can bring a lot of value to the company — especially if they know when it's time to listen, and when it's time to act. Define the "Where" and the "How" and "When" Will Follow If you implement these three suggestions, you'll likely be able to get all of your decision makers on the same page. Once everyone has that same destination in mind (the where of your company), it becomes much easier to negotiate the how and when of getting there. Gain more insights and effective sales leadership techniques for your SMB by signing up for our newsletter. Contact us directly, or explore our website for other valuable resources and webinars.  Are you a sales leader who sees that your organization needs to undergo a deep-seated, positive change? If the answer is yes, then you need to make an important determination: Are you the right person to implement that change, or should you play a supporting role? In other words, are you the change agent or the champion?
Change Agent Vs. Champion In a previous blog, we talked about the main goal of a change agent — to affect powerful, lasting change within an organization. Change agents are more like guides than they are supervisors. Their job is to approach underlying issues and bottlenecks in the sales process with an open mind, like an investigative reporter approaches a "developing story. They must ask probing questions, listen to understand, and get buy-in from the entire team. Their sales leadership role is essential to making the organization's vision a reality. Change agents have a lot on their plate, right? However, a change agent's effectiveness is limited without the support of a champion. The champion is the sales leader who discerns the problem, and has the authority to assign a change agent. He then supports the change agent as he/she gets to work. The role of the champion is supportive in nature, but absolutely essential if you want the best outcome for your company. Which Sales Leadership Role is Yours? This is a key question to answer early on. After all, you don't want to spend the next several months in "shoes that don't fit!" Here are a few indications that you can take on the role of change agent.
If you can check all of these boxes, then you may be able to take on the role of the change agent. On the other hand, you might have a full plate already. Maybe the thought of carving out 10 extra hours a week seems like an insurmountable obstacle. Or perhaps you don't naturally have the personality or skill set that's required for an effective change agent. There's no shame in knowing your limits. If you conclude that it wouldn't be realistic for you to take on the duties of a change agent, then you can start the search for someone else to handle that responsibility. What Resources Will the Champion Provide to the Change Agent? If you are going to play the role of the champion, then there are two important resources you must provide the change agent (once you appoint him/her). 1. Ample Time to Work They say that "Rome wasn't built in one day." The same principle is true of organizational change. Your change agent is going to need enough time, over the course of several months, to identify areas of opportunity, explore options for change, and then implement those findings. A change agent's average time commitment is usually 10 hours per week. This includes meeting with the organization's Improvement Team on a regular basis. They also need time alone to process the results of those meetings and come up with potential solutions for your sales team. 2. A Reasonable Level of Authority A change agent also needs, well, a certain level of agency in order to handle their sales leadership role effectively. This will include the authority to call meetings, to pull your sales reps into those meetings, and to maintain confidential communication with team members. A change agent also needs the authority to assign employees individual (and even group) work to do. In fact, if you're going to be a truly supportive champion, you should even empower your change agent to hold you accountable for any work they need from you. How to Identify the Right Change Agent Any potential change agent you identify will need to possess 3 key qualities.
The question is, where you should look for that change agent? The natural fit may seem to be someone who's already in a sales leadership position in your company, either in sales or marketing. The obvious advantage of going that route is the person's pre-existing familiarity with your sales process, and any problem areas. Of course, that familiarity may be a double-edged sword. Perhaps your sales and marketing managers are too close to the problem. Or, there may be some internal friction that will hamper their effectiveness as change agents. If that's the case, then you can broaden the scope of your search to include leadership from different departments. For instance, maybe your VP of finance has the right skill set (and distance) to lead the conversation around positive change. (And if they need some help in that role, you can always assign an assistant to lend a hand.) Then again, what if every potential change agent in your organization is slammed with work, lacks the required skill set, or doesn't have the distance to successfully navigate volatile team dynamics? If that's the situation you're facing, then it may be best to bring someone in from the outside. As the champion, you'll have to make sure that this external change agent has the resources they need for success. At the same time, you may need to set up certain safeguards in order to trust them with private information. Effective Sales Leadership Results in Greater Performance Whichever route you decide to take, remember that regular, two-way communication between you and the change agent is vital. If you both are closely aligned towards your common sales goals, then you'll be able to make a lasting change within your organization. The result of an effective sales leadership strategy will be improved, sustainable sales performance. Gain more insights and effective sales leadership techniques for your SMB. Sign up for our newsletter. Contact us directly, or explore our website for other valuable resources and webinars. |
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