Not coaching a sales team is like putting 91 petrol into a high-performance car. It’s going to strain the engine, reduce its performance and make it less economical to run.
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Not having the right set of skills and knowledge will hamstring any team—no matter how good their mindset is. Training up sales reps to ensure they have the necessary skills to perform in their role is vital, but it’s not always easy.
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In sales, it really is mind over matter. No amount of skills training will overcome a poor selling psychology. In fact, at SalesStar we’ve found that 80 per cent of a salesperson’s success comes down to mindset. It’s why hiring people with the right mindset is so critical to developing a high-performance sales team. But what sort of mental attitude should sales managers look for?
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Sales recruitment Sales growth
Gut feel is not a recruitment strategy. Yet, many organisations still rely on it to recruit their salespeople. It’s a hit and (mostly) miss strategy, and it can severely impact a company’s ability to grow. Onboarding an ineffective salesperson is not going to help you hit your growth targets. However, a solid sales recruitment strategy will.
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Sales has a problem—or rather, a shortage. Effective sales leaders are hard to find. Research from over 100,000 sales managers has found that 18 per cent of all sales managers should not be in the role and that’s just the tip of the iceberg.
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As the founder of modern management, Peter Drucker, once said, “What gets measured gets improved.” Without a set of sales KPIs and an effective system to track and monitor them, a sales team is operating without knowing where the goal posts are.
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The sales process is the epicentre of everything in sales—getting it wrong can send shockwaves through your business. A lack of process means salespeople constantly wing it, sales cycles linger on for what seems like forever, and sales leaders are left frustrated and unable to manage their teams. All this translates to inconsistent sales results, a position no manager likes to be in.
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After completing a sales analysis, you should have a good understanding of what’s working and not working for your sales team and your business at large. It’s now time to strategically hone-in on the weak points and create a plan to develop these areas—and set your growth targets. This is your sales plan; it’s one part strategy, one part execution, and is a vital roadmap to your goals.
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Imagine you’re ill. Not the head-cold kind of ill, but the chest-pain kind. You go to the doctor, who immediately schedules you for open heart surgery that afternoon. Following doctor’s orders, you go, get sedated and allow a surgeon to investigate your vital inner workings. The diagnosis? Indigestion! You’ve just wasted however many thousands of dollars on surgery, an afternoon—plus, a bucket load of stress—on a solution before you had a proper diagnosis.
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You’ve nailed your opening call, delivered a superb value proposition and you’ve piqued your client’s curiosity. But there’s only a small window of opportunity to present a proposal, so timing is mission critical. Are you sure you’re ready––and what about the client? Is there such a thing as too soon in the world of consultative selling?
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