Sales Management, Salt and Pepper

I make dinner for the family on most nights. When I’m not traveling, I work from home, so the job of dinner comes down to me.

My youngest son likes to make dinner too.

This is a big help because I can put him to work as my 9 year old sous chef; cutting vegetables, minding the boiling pots and keeping me company in the kitchen.

Oftentimes, he makes suggestions as to what we should cook, which is great because I often have hard time thinking of things to cook.

One night he suggested we have “Greek Night”.

Sounding like a damn good idea, we happily went to the supermarket to get our Greek supplies:

  • Lamb
  • Tomatoes
  • Rice
  • Feta cheese

Grocery list done, we went home, fired up the grill and were on our way.

I then realized I had never cooked Greek before…

Although we have tons of spices in the spice rack, I didnt have any “Greek spices” to spice the lamb. I’m not even sure what Greek spices are…

Pressed for time, I figured I’d keep things simple. Having been to Greece, I knew the Greeks liked to keep things simple when it comes to ingredients.

So I grabbed the salt and pepper, and started to grill the lamb.

Salt and pepper.

When it was all done, it was the best lamb Ive ever had.

The rest of the meal, with the tomatoes with feta cheese, white rice with butter that went along with it were pretty sweet too.

Total ingredients for the entire meal: 6

Simple.

The #1 Key To Great Sales Management

I get asked all the time what the key to great sales management is.

When I answer, I often think of “Greek Night”…especially the lamb.

Why? Because great sales management is all about keeping things simple.

In fact, the more complex you get at times with your “sales management strategies, tactics and tricks” the worse your results.

The key to sales management success is simplicity.

And be helpful.

The New Salesperson

A few years ago I had a new salesperson who was frazzled from her first month or two on the job. She would call me constantly, at all hours, asking about dozens of questions on policies and procedures, afraid that she may do something wrong.

I would always return her call and help her with whatever issue she had. I would also teach her how to solve the issue on her own so she would gain confidence, competence and not call me for every little thing…

One day, I decided I would call her out of the blue.

She picked up the phone (thankfully), and I asked her one of the best questions a sales manager can ask:

“I had a few extra minutes, so I wanted to call you to see if there anything you need help with?”

There was a stunned silence on the other end…

In fact, she may have dropped the phone.

She responded that although she had been in sales for over ten years, she had NEVER had a sales manager call her out of the blue and ask her if she needed help.

We chatted for a while, discussing some of the issues of the day she was having some issues with and hung up.

Be Helpful

A few years later, when I left that company she told me she would never forget that day when I called her. She said that because of that call, she had never worked harder for a boss ever in her life.

Although I think she was exaggerating in her praise, the simple fact remains:

To be a great sales manager, its simple: be helpful.

What’s the key to great sales leadership?

Be helpful.

What’s the key to great sales motivation?

Be helpful.

What’s the key to great sales coaching?

The more you help your salespeople, the more they’ll want to help you…and the more you help your salespeople, the better they become and the better you’ll feel about what you do everyday.

Keep it simple…like salt and pepper

And if ever come over to the house on Greek Night, I’ll have some grilled lamb waiting for you….

What’s your salt and pepper?

Special thanks to Chris Brogan for incredible inspiration for this blog post.

Does Anyone Want Your Sales Management Job?

This is the third in an occasional series of guest posts from James Hughes, sales management coaching expert and founder of Sales Leadership Consulting. You can find Jim at www.salesleadershipconsulting.com

businessmanWhat makes someone want your job? Well, there are people outside who want to do it because they have done a similar job. However, they don’t really know your job.

There are people in your current organization who may want your job. As a matter of fact, a friend of mine recently wrote a blog that provides “6 Killer Tips to Get Promoted to Sales Manager.”

However, I believe we have the opposite problem. Based on the work reps see sales managers doing their general inclination is “I don’t want that job?”

Why is that? Well, first of all there are already many reps that got promoted and they actively complain about the work. “It’s not as fun” It’s not fun because as a sales rep I had much better control of my time. As a sales rep, a good one, I knew my job and could get up and know how to go about it. As a sales manager there are so many new things to learn, that the job is more stressful. One of the biggest forms of stress is also the number one complaint. “Too much paperwork!” There are not many reps that yearn for a job with more paperwork. That’s not how we are made.

It can’t be the money; for the most part reps make more than sales managers. (The good ones)

It must be the recognition. No, because as a manager you know that the recognition must go to the feet on the street. It must be the goal achievement. No, because even though it is nice to make your numbers, again the real credit goes to the rep.

So, what is it that makes sales managers good at their job, makes it look fun, and gives reasons for sales reps to consider sales management?

Coaching and developing their people!!!

Of all the work you need to do as a manager, this is the one thing that is squarely in your control and where you are the largest influencer! Imagine the pride when your team makes their goal, and they each get credit, but the credit you get is that most people didn’t think that group of people could achieve their goals. The growth you gave each rep is what allowed the achievement. Each sales rep on your team got better, and everyone knows why.

So, instead of 6 Killer Tips for reps to get promoted, let me identify the 6 Critical things sales managers need to do to have people want their job.

  1. You need to change from getting kicks for bringing in the order, to helping others get the order.
  2. You must state and act that your number 1 goal is to make each sales rep more successful, better, and earn more.
  3. Act that way!
  4. Learn how to effectively coach and develop people without being an expert on everything you sell or on every skill.
  5. Practice coaching every day!
  6. Ask for feedback

The result: you become a better manager, you get more people to mention your name when they get asked “Who was your best manager?”, you have developed a “High Performance Sales Team“, you are having more fun, and people want your job so you can backfill when you get promoted!

Good Selling and Good Coaching!

You can find Jim at www.salesleadershipconsulting.com

Sales Management Using “The 62 Ounce Upside”

glass of sodaAre you a “visual sales leader”?

The late great CEO of Coca-Cola Roberto Goizueta was an absolute master of this art.

In explaining the near infinite growth opportunities for the Coca-Cola company, he would oftentimes tell his troops:

“Each of the worlds six billion people drink on average sixty-four ounces of fluids a day, of which two ounces is Coca-Cola”

This “sixty-two ounce upside” captured the essence of his message and reinforced the core belief that Coca-Cola
had a near limitless growth potential.

Goizueta was especially skilled at capturing a complex idea and communicating it in a clear visual, yet inspiring way.

He was a true “visual sales leader”.

Do you do the same with your sales team?

Visual sales leaders use memorable simple concepts to make it perfectly clear what needs to get done.

They do it in easily understandable terms.

The simpler…the better.

But they make it unforgettable.

If you can distill your entire market down to its essential visual elements, and then MONETIZE it so your salespeople understand it without question…then, watch out.

Let me give you an example:

*You sell a specific kind of women’s dress

*The total market did $24 million in sales in 2009.

*Your total YTD 2009 sales were $4 million.

*Your market opportunity = $20 million

*Each of your ten salespeople has a $100,000 quota to achieve their sales goal.

Although I have never sold dresses in my life, a visual sales leader might say something like:

“When you place one of our dresses in the hands of ONLY one out of every 200 women dress shoppers in your entire geography then, congratulations…you hit quota”

“But…if you put one of our dresses in the hands of one out of every 100 women dress shoppers in your entire geography, then congratulations…you hit sales stardom”

Basic?

Yes.

Effective.

Most definitely.

In this example, you are simultaneously “leading visually”, while simultaneously “Setting the Bar Higher” (Course 2 in the Sales Management Mastery Academy program by the way).

Visual leading cuts through the crap…while reinforcing the predominant sales messages so your reps keep their eyes focused on the prize.

And the prize is the “sixty-two ounce upside”…

Tell us what you do to creat your own “62 ounce upside” by posting a comment below.

Is There Any Value In Coaching My Senior Sales People?

This is the first in a series of guest posts from James Hughes, sales management coaching expert and founder of Sales Leadership Consulting. You can find Jim at www.salesleadershipconsulting.com

Punctuation marksA few days ago, I was speaking with a very senior salesperson.  He had been in the industry for 20 years, and was viewed by his peers as an “expert.”

He was very similar to senior sales people and their managers that I’ve met in a number of industries.  We met on LinkedIn, and he agreed to test my theory that even good sales reps can benefit from coaching.

I did not know his industry, so when I was asking questions about industry knowledge and how he got reinforcement that he really was an expert, I had to take him at his word.

I could not observe any specific sales calls, so it was difficult to “coach” on whether he had all of the necessary skills, but his success in achieving the numbers let me go past this one for now.

Finally, I asked him what made his life more difficult.  As sales managers, we all know that when coaching a senior sales rep that one of the things that always pops to the top, is what can I do, as their sales manager, to get things from the company out of their way.  We all want to give them as much time for selling as possible.

This is what I was thinking as he described the problem he had with a manager in another department who had established the shipping schedule for client’s orders.

Apparently, he had problems with this manager before, and every time he dealt with him, it was difficult.  The sales rep got what he needed a couple times, but most of the time the other manager provided one excuse after another on why it couldn’t be done.

I don’t know if it is fair to generalize here, but I saw it as another example of a good sales representative who didn’t see the need to work effectively with their cross functional team members.  Most of these sales reps believe that since they are only asking for exceptions are because of the importance to the client.  Since they represent the client, these other members in his company should be asking how high, when asked to jump.

So, using the coaching model we espouse at Sales Leadership Consulting, I asked him some questions about the situation:

1. I asked questions about the results and the time it took to get this done.  Did he feel like he was fighting an uphill battle each time?

2. Then I asked him about his resources.  He named the typical group, and even mentioned other people in order entry that could try to help, but this approach was “always ineffective.”

3. Finally, I asked him if his manager was “a resource”.  “HUH?”, he said.  I asked if his manager works well cross functionally?  “I guess”, was his reply.

So now, I went through some examples of what his manager probably did.  I asked about the style of the manager and it seemed like this was something he would do.  So, I asked him the benefit of asking his manager to work this issue.

After a little “salesmanship,” I helped him understand that as a senior sales rep you should consider all resources, and he agreed.  He agreed that he would try that next time.

We finished our discussion with how much he enjoyed our time.  That there a few new things he would try as a result of our 30 minute discussion.  The most important thing he learned though, was that even a senior sales representative like him, could still learn things from an effective coach and from him being more open to the idea.

When I hear sales managers say “my senior sales reps don’t need coaching”, I cringe.

With that assumption, it’s just possible that with a little coaching, you might discover that you can increase the productivity of one of your top reps by understanding more of their issues.  Imagine what might happen if you save your top rep, 2-3 hours per month, or maybe even more?

Now, for this to work, it can’t be a one off.  It has to be within an environment where each rep knows that “coaching” is part of the plan, and role you have.

With a coaching environment, you not only get to spend time with your lower performing reps, but you get to see how good the senior one’s are, and still be able to coach on areas which can improve their productivity.

Here’s wishing you good selling and good coaching.

Jim Hughes

Sales Leadership Consulting

www.salesleadershipconsulting.com

Essential Skills To Becoming A Top Sales Manager: Sales Planning

sales manager holding a building planDo you remember Robert Goizueta? The “visual leader“?

Robert was a different breed of leader. He knew how to rally his troops into working together to achieve a singular vision. He had talent.

But Robert also had one thing in common with many of today’s successful sales managers – he always had a plan. Robert Goizueta recognized the power of good planning and modern sales managers must do the same.

Good sales planning is done before the call—not during and not afterward. Too many average sales managers show their faces during sales calls without a cohesive plan of their own in mind. They may figure that since they are believers in sales rep empowerment that the sales reps has it all taken care of everything.

Top students of sales management know that this is a recipe for disaster. Continue reading