These past couple of weeks we’ve talked about underperformers, sales superstars, talents, and the right words to say at the right time.
All this time I’ve been talking about the techniques and the right ways to manage your sales team. But here is the thing: when is enough enough? When do you get to throw in the towel and say, “Sales isn’t your true calling. I’m afraid I’m going to have to let you go”?
You are a very busy person. While your sales people are out working towards their quota, you’re stuck in the office, behind a desk, figuring out how to work your own quota. So I’m going to tell you the truth right here.
As soon as you figure that you need to micromanage a sales person, that’s when you know you’ve made a hiring error.
A top-performing sales manager knows this very well. Average sales managers are aware of it, too. But they tend to miss the point completely. Continue reading →
The gym trainer tells you to do three sets of basic crunches, 15 counts each. Why is that? Why not make it 45 counts of basic crunches and get it over with?
There are times when breaking something down into smaller portions make it a lot easier to perform the feat. A top-performing sales manager is someone who catches his sales person doing something approximately right, and praises him or her to guide the sales person on the path to doing it exactly right.
Take note a top-performing sales manager doesn’t wait for something exactly right to happen before he starts giving out praises and kind words. Almost no one gets something exactly right the first time they do it, especially not underperformers.
For those of you who may not know, a little history lesson first is in order…
The 80/20 rule—or the Pareto Principle, named after the Italian economist Vilfredo Pareto—states that 80% of effects is the result of 20% of the causes. For you this simply means that 80% of your sales will come from, roughly, only 20% of your sales people.
But when a sales manager applies the 80/20 rule, he can simply get more done in less time by simplifying and throwing out the time-wasters that just don’t matter.
Before we tell you how to do it, let’s first prepare you first for some eventual consequences. Continue reading →
The thing with underperformers is that because of their failures to hit quota, they start to have a hard time picturing themselves on top. They know they’re performing way below their peers and like a baseball slugger in a slump, they start to lose confidence.
The real challenge for the sales manager is to help underperforming salespeople stop this destructive thought process. Not easy. But a salesperson whose lost confidence in their abilities cannot possibly perform at the level that’s expected of them.