How To Hold Your Team Together

Effective sales management can be a lot like good parenting, emphasizing consistency, trustworthiness, and positive reinforcement.

Sales managers are encouraged to listen actively, provide regular, constructive feedback, and treat their team as partners in success.

It's so important to maintain a positive environment, engaging in regular strategic planning, and understanding the competitive drive of sales teams.

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Randy's Tips to Sell More ?? Excerpts from Your Go-To Sales Advisor

Chasing Quota by Walter Brown

Chapter IV. How To Hold Your Team Together

Be consistent.

• Good sales management is not unlike good parenting.

Make sure your word is good.

• Keep your promises. Keep your threats.

Treat your team like teammates.

• Don’t make them work for you, get them to work with you.

Listen.

• You don’t need to agree with your reps. You do need to listen to them.

Gut Check your reps regularly.

• You need to know what’s on their minds.

Keep things positive.

• A rep’s success depends on staying emotionally positive. Your success depends on keeping your reps emotionally positive.

Your reps need regular feedback.

• Both positive and negative feedback. Make it honest. Make it constructive.

Invite Senior Management to your sales meetings on occasion. Make your sales meetings valuable.

• There are no excuses for holding a boring sales meeting.

Most teams have at least one rep who has all the answers.

• Who probably thinks he deserves your job.
• Don’t worry about it. You have found your replacement and that’s good.

See Chapter VI.

Rank everyone and publish the rankings.

• Reps are competitive, so published rankings—who’s first, who’s second, etc.—drive most of them to improve their position.

Hold sales contests.

• Sales contests motivate reps and are usually worth it.

Make some of the rewards shared rewards.

• Most reps have spouses, or the equivalent, who influence them. You can influence those spouses with shared rewards, such as a week-end getaway for two, team picnics, annual president’s club trips and the like.

Hold planning workshops twice a year.

Where you and your reps go offline long enough to think through questions like:

What are we doing well? What are we not doing well? What lessons have we learned? What adjustments should we make?

Be careful about changing comp plans or territories.

• Changes to comp plans or territories usually make reps nervous—or worse. Make sure you see clear benefits. Sell those benefits to your reps.

Try to like your teammates.

• It will probably turn out to be good business. It certainly will make the day go better.

Success has an addictive aroma.

• Work hard to create it.

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