Your sales team is struggling to work together. How can you help them become more cohesive?

In my experience, as a leader you have to set the expectation up front that this is a collaborative team. They have joined the teams at different points in their careers, with varied experience levels in sales, in the industry and with the company, and because of that, developing synergy ultimately could occur organically driven by necessity.

In a past role, I arranged for two team members to attend the same training program, flying together with reserved seats side by side. Today, I emphasize the importance of collaboration within teams, which necessitates careful planning, coaching, and monitoring. The true magic occurs through synergy, where the combined output surpasses individual efforts. Trust your instincts, and even when teams seem at odds, the enchantment of synergy unfolds! Give it a try!

From my personal experience, fostering cohesion within a struggling sales team requires a multifaceted approach that addresses both interpersonal dynamics and operational aspects. I would start by having candid one-on-one conversations with each team member to understand their perspectives, concerns, and any underlying tensions or conflicts that may exist. This open line of communication is crucial in building trust and demonstrating my commitment to resolving the issues collaboratively. Additionally, I would review and optimize the team's sales processes, incentive structures, and performance metrics to ensure they align with the desired collaborative culture.

Debe hacerse un analisis de cada cualidad de cada colaborador. Al identificar las fortaleas, debe ponerse a cada colaborador en la tarea en la que puede desarrollar

To obtain a truly accurate picture, it's crucial to ask the same questions not only from the company's perspective to the sales team/individual employees but also to the team members about the company/leadership. Often, a team's underperformance is not solely attributable to the team itself but rather to factors such as leadership, product quality (reputation in the market), and overall appreciation within the organization.

The distribution of roles and expectations should always be clearly defined, right from the first day. It's akin to parenting (setting boundaries and consequences). However, the expectations of the employee towards the supervisor should also be taken into account. Good performance isn't a one-way street but requires a positive interaction between employees and the company (supervisors). Anyone who views this distribution of roles and expectations in a one-dimensional way will never have loyal and positively motivated employees. Furthermore, employees should be encouraged to seek help at any time and in any situation.

Organize team-building activities and events to strengthen bonds and foster a sense of camaraderie among team members. This could include social outings, team lunches, or group volunteering activities

Recordar que no todos los seres humanos tenemos los mismos valores. Debe identificarse que el equipo este alineado en esos aspectos y deben compartirlos

If an employer must explicitly define what respect entails and how it should be demonstrated among colleagues and towards superiors, there's a deeper issue at play. A piece of advice: Involve employees from day one, foster an environment of respect, trust, and loyalty. With these foundations in place, there's no need for "teaching methods".

Especialmente enfocar a los colaboradores en los procesos de la empresa. Claro y preciso. Pueden traer habilidades pero deben estar en linea con las politicas de la empresa

The foremost goal of supervisors should always be training, coaching, and mentoring their employees. While employees are compensated for completing tasks, they should also be continually supported and empowered. By investing in their employees' personal growth, a company fosters genuine loyalty — not just to the product or the work, but to the entire organization.

Those who do so (which everyone should) should also ensure that it is a genuine reward for the employees. Many decision-makers "reward" their employees in a way that they themselves would like to be rewarded, which is a significant mistake. We're all familiar with corporate events, often around Christmas, where the choice of venue reflects more the image and status of the executives than the employees themselves. Or the speeches delivered, typically praising the company and its leadership. However, it's the employees who contribute a significant, if not the largest, part to the success. Therefore, at the next event, the focus should shift to promoting the image and positive feelings of the employees.

As a leader, demonstrate the values and behaviors you want to see in your team. Lead by example, showing respect, integrity, and a commitment to collaboration.