Have you ever noticed that when a salesperson has something
distracting them, it is very difficult to get them to sell
cars? So, how do you best address this reality?
Sales managers are required to wear many hats
and play a variety of roles within the sales team.
Overseeing the sales effort, ordering inventory, hire and
fire sales staff, conduct training etc. However, it is the
role of coach and mentor that really separates the average
manager from the great leader. The old adage holds true.
"People don't care how much you know until they know how
much you care." This applies just as much to your
salespeople as it does to your customers. If your sales
people don't think you have their best interest at heart,
well why kill themselves for the cause.
The best strategy you can put in place is to
establish the daily habit of meeting with each salesperson
"One-on-One." I realize some of you are thinking how the
#%$* am I going to find time to meet with every salesperson
every day? The first thing you should examine is how many
sales people you are supervising. Each sales manager should
be able to effectively supervise 5-10 sales people more than
10 becomes counterproductive. For our conversation let's use
7. Conducting 7 one-on-one's daily may not be practical,
learn to walk before you run. Break the 7 sales people into
2 groups. Group A (4 people) will meet with you on
Mon-Weds-Fri while Group B (3 people) will meet with you on
Tues-Thurs for the first month. The second month, flip the
days so Group A will meet with you Tues-Thurs. Over 8 weeks
everyone will have the same number of meetings. By the way,
no they do not have to come in on their days off for their
one on one. These meetings should be conducted on an
individual basis in a private setting, not on the showroom
floor.
The idea is to be in a place where you can
both speak openly and not be worried about someone
overhearing the conversation. You should remember to deal
with your salesperson as a person first and as an employee
second. They realize you are their boss there is no need to
remind them at this time. Always start by simply asking
these three questions. How are you doing? At home? At Work?
If something is bothering them they will not be effective
until some solution can be found. This is not a time to be
judgmental, remember you are just trying to help them get
this off their chest so they can get back to business, just
let them talk.
How do think the team is doing? Do you think
it is possible that your sales people might discuss
something with another salesperson before they would ever
discuss it with you? Of course. The idea behind asking this
question is to stay ahead of problems before the hot potato
lands in your lap. You are not attempting to compromise any
confidences, you are just trying to stay ahead of a
potential issue. When the salesperson in question feels
ready to talk, at least you will be prepared to appear wise
and sage rather than judgmental. This will build the trust
you want and need in your sales team so you can get the best
out of them.
What can I do to help you succeed? They need
to know you give a hoot. If it is all about you they will
not want to go through the fires of hell to come back with
the prize. Sometimes you will not be in a position to
address all of their requests, but at least someone is
asking. Sometimes there will be little if anything personal
to discuss, but in time your relationship and their trust
with you will grow to allow for more open and frank
conversations. Once you have asked the three personal
questions go directly into reviewing their most recent sales
and unsold prospects. Review each customer sold for profit
front and back. When they do a good job, congratulate them,
and ask, "What did you do to make this happen?" They should
have an answer. If they do not, then the only thing you can
do is say they were lucky, and that is no way to build a
successful sales career. If they did poorly (low gross) ask
them why and what did they learn so that presented with the
same situation next time, what would they do differently.
Repeat the same approach for each unsold prospect. Remember,
inconsistency on the part of a manager or supervisor is one
of the top reasons people do not perform to their potential
and leave an organization.
Be a coach and mentor to your people. Go make
something happen! Kirk is a valued member of the
SuperSystems team, a professional member of the prestigious
National Speakers Association and the American Society of
Training and Development.
Contact Kirk at 800.726.0510
|
