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In this episode of Sales Management Mastery, we teach your sales managers how to set the bar higher when setting expectations for your sales team and how to fight mediocrity by using astronomically high expectations above quota to drive your salespeople to ultimate sales success.

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SMM 4 | A Simple Way To Lead Your Sales Team To Sales Stardom

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SMM 4 | A Simple Way To Lead Your Sales Team To Sales Stardom

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Do your best sales reps feel disrespected when their sales managers assume they always have ALL the answers?

They hate it!

In fact, they feel that it’s a sign of disrespect, as well as a complete lack of belief (yours) in their inherent abilities (which they feel are enormous).

There is a “real life” trick that you can use to turn even the harshest dissenters into followers by simply changing the way you deal with them. It doesn’t take much, all it takes is for you to release a little control and let them feel the excitement of being on the business end of some kind of relevant policy change…especially one that directly impacts them.

So here’s the trick… (more…)

Top sales managers agree that solid sales coaching makes a huge difference between a good and a bad sales quarter. Spending time coaching your sales people is worthwhile, it’s time well-spent, and if your sales managers are spending more time poring over spreadsheets and not coaching their reps, then you need to change your priorities.

What the real top sales managers don’t agree about, however—is how to best go about doing it. It seems everyone has their own opinion of sales coaching.

This difference in opinion and coaching styles has led to a number of useless tips floating around the industry – what top sales managers like to call “sales coaching myths”. Over the next couple of articles we’ll be discussing the different sales coaching myths – so your sales managers can avoid sales coaching mistakes that have the reverse and sometimes debilitating effects.

So without further ado, let’s get on with the show… (more…)

One time I was out on the field with one of my sales reps and we needed to stop by his house so I could file a periodic inventory of his product samples and supplies.

In the house, he led me to a modest home office. The plaques and various awards on display immediately got my attention, neatly lined up on the shelves attached to the wall on one side of the room. I recognized one of the cards on display—an award I gave to him three months ago to acknowledge his great sales performance. My sales rep turned to me and said, “It’s one of the most meaningful tokens of appreciation I’ve received in my entire life.” He told me he values it more than anything on those shelves. (more…)

There are two kinds of sales managers. The first one, a more focused type, concentrates on improving his sales reps’ strengths while downplaying their weaknesses. The second type of sales manager is one who shapes his sales reps to become all around regular jack-of-all-trades.

Which sales manager is more effective?

Imagine a clear glass ceiling over the heads of your salespeople. The height of the ceiling represents the amount of talent each salesperson possesses—some high, some low. The question is: can a person who lacks certain core talents for the job ever be successful in his or her line of work? The answer is NO.

Every person is unique, and therefore every salesperson is unique as well. And all this uniqueness add up to vastly different potentials. If you try to make them something they are not…its one of the worst things you could do as a sales manager. (more…)