The sales team, more than any other functional area of the business, needs to work well. If it doesn’t, all other functional areas of the business have nothing to do. So with that in mind, a group of owners recently discussed what some critical elements are to building a strong sales team. There are five that rise to the top.
Don’t hire potential — only hire results. This element speaks to a critical step in constructing a sales team — who is on it. Too frequently a hire is a compromise — settling on someone who has the potential to be successful. Don’t hire for potential. Doing so leads to frustration and waiting for results. The optimal course of action is to hire someone who has actually been successful instead of someone who might be successful. This course of action will probably cost more, but the short-term cost increase will lead to a much stronger long-term impact because the results will be there.
Honestly evaluate existing team members. Identify the comfort level for each current salesperson in terms of compensation and working style/environment. Their individual comfort level is usually the level they will rise to or settle on. Leadership can then determine if production at “comfort level” is sufficient for the company to reach and exceed its goals. The issue here is one of alignment. You want to align people with objectives and identify where there are mismatches. Determine the gaps between an individual’s aspirations and the roles and expectations you have for them. Where gaps exist take corrective action to close them in the form of an additional hire, improved performance or replacement.
Don’t look to a compensation plan to motivate behaviors. Numerous studies identify what motivates people – particularly what motivates them in the workplace. Money was not at the top of the list. The top motivators are often the work environment, the level of respect and value afforded someone, and co-workers. Money usually ranked no higher than third, often coming in fourth or fifth. Compensation plans help individuals determine minimum levels of acceptability for a job. Can I make enough money here to be happy? If I can, then I’ll look at the rest of the factors. For the employer, compensation plans are best at minimizing risk. If I make a bad hire, what is my exposure? How long do I have to carry this person before the company realizes some results? Do not look to compensation plans to create results.
Establish sales tracking and accountability standards, and use them. Selling at its most basic level is a numbers game. There are intricacies in the sales method and these intricacies need to align with the skills of the salespeople. However, measurement and results are the bottom line. Establish a sales activity plan for individuals and the team on a daily, weekly, monthly, quarterly and annual basis. Track results and establish accountability from everyone in relation to the plan.
Post sales results in a public place to create a competitive environment. Successful salespeople are competitive by nature. They like to win. They win deals. They create win-win scenarios. They achieve sales goals. They win incentive programs, trips, bonuses and plaques for their wall. Internal sales competition can and should be friendly since everyone is on the same team. If done well, this type of competition will spur greater achievements. No one likes to be last in relation to their peers.
Have realistic expectations in building your sales team. Recognize the traits and characteristics that make up a winning salesperson. Hire successful people in order to produce successful results. Lead the team and hold them accountable. When all of the pieces come together, the entire organization gets very busy.
Â
Â
Ken Cook is managing director of Peer to Peer Advisors, an organization that facilitates business leaders helping each other. You can reach him at kcook@peertopeeradvisors.com.
