Sales Training | How to Turn Sales Duds Into Sales Stars

How to Turn Sales Duds Into Sales Stars | Rule #2

May 13th, 2010

: Image via Wikipedia

“Coal turns to diamond under extreme pressure…”

In our first sales training post on turning your sales duds into sales stars, we discussed how to “set the tone” – an important first step to turing around sales underperformers.

In step 2, lets discuss the use of pressure. Because when it comes to sales performance or more specifically, lack of sales performance…pressure must be applied to the party who is doing the under-performing.

This pressure can take on many different forms, but in this rule, it comes in the form of frank, one-on-one discussions that cut to the quick and speak to the heart of the matter. In this sales training rule, we create pressure by using confrontation.

Rule #2: Confrontation is Good

Most sales managers, uncomfortable with the idea of “confronting” their sales reps, avoid it like the plague. They hope that the situation will just go away on its own. This unfortunately, hardly ever happens. In fact, the more the situation is avoided, the worse it gets.

Sure, confrontation can get intense and uncomfortable sometimes. However, if it is not done – it festers, infects and undermines a sales manager’s ability to lead effectively.

Oh no, confrontation!

Don’t think about it in a negative way. Rather, think of confrontation is simply an opportunity to get things straight.

If you look the word “confrontation” in Webster’s, the meaning is actually neutral in its exact definition. Simply put: there’s no harm in getting things straight with people. Because when you look someone straight in the eye, you get to the sources of their motivation and their behaviors.

Don’t be confused, confrontation should never be confused with negative criticism. In fact, confrontation is the opposite, as long as it is framed in a positive way.

For example, a sales manager could use confrontation to say this to one of her sales reps who’s missing quota:

“I don’t think you are performing up to your considerable potential – you can do far better”.

The sales manager here is setting a lofty expectation for the salesperson. Just by simply giving the sales rep a lofty expectation to which they should aspire to is an effective means of confrontation.

As a follow up, the same sales manager could also use confrontation to align herself to the goals of the sales rep by saying:

“You’re not hitting quota right now. However, it’s in your best interest that you hit your quota. It’s also in my best interest that you hit quota. You see, we both want the same thing”.

Elicit a strong emotional reaction from the salesperson, then you know they have gotten to them…while taking the second step to turning around their sales performance.

Rule #3 in my next post.

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What can you say about the second rule? Feel free to leave a comment below.