Lead,
follow or get out of the way.
How can we expect our salespeople to succeed if we're not
coaching them? As a manager, I hired salespeople with the
intent of teaching them to become "Sales-Pros". However,
ninety days later at the "exit interview", I asked what went
wrong? Why am I letting this person with great sales
potential leave because of a lack of productivity? If you're
a sales manager and this is happening to you "Wake Up and
Smell the Coffee".
Managers must schedule the time to grow their salespeople
the same as planting and nourishing a garden. Give them all
of the ingredients that made you grow and succeed. Spend
one-on-one time as often as possible with your salespeople;
grow your own garden of "Sales-Pros". If you are bogged down
with the "manager stuff", whenever possible delegate some of
it to other management staff. Nothing is more important than
having a sales staff that are "Sales-Pros".
Three major negatives that prevent success is PIE (Pride,
Ignorance and Ego). Put down the PIE and start your garden.
The salesperson is trying to help you succeed at what you do
best and that is to SELL CARS. The salesperson is a product
of the environment you set. Each step you take, they will
follow. You are their leader so if you duck customers, are
sometimes rude to people behind their back, if you make
quick lipped remarks, are unhappy and show a lack of
positive enthusiasm in what you do, so will they. This
creates a negative sales environment. You, the manager,
should be very positive at all times.
Granted, it's not easy to have a positive mental attitude
all the time. So if you feel a burn out coming on, take a
day off (or two whenever possible). It is vital for you and
your "Sales-Pros" to remain pumped. No one can maintain this
kind of enthusiasm if they feel worn down.
Some managers have told me that they would try to keep a
salesperson sixty to ninety days, waiting to see if they
could make it before they would spend the time and effort to
train them. How much does this cost the dealership in lost
sales and income? Too much. It is very difficult to find the
time to spend on training, but take a realistic look at the
profound positive effect that nurturing and growing your
"Sales-Pros" will make on your dealership overall.
First, hold separate sales meetings with your "Sales-Pros"
that only include positive reinforcement and role playing on
how to focus on the front part of the sale. Second, train
them to meet and greet properly, overcome customers on the
lot objections, select the right vehicle the first visit,
and give a good presentation and demonstration. Third, get
the customers to the desk where management can take a T-O
and show the "Sales-Pros" how to develop and polish their
closing skills.
Too often managers take it for granted that their
"Sales-Pros" know all of these things. It is amazing the
increase in sales and gross when roll playing and a positive
selling environment is instilled and nurtured throughout the
dealership. Veteran "Sales-Pros" may resistant at first. As
they became aware that their less experienced counterparts
are polishing their sales skills and increasing their
grosses, they too are eager to participate and grow.
This step is part of the environmental balance that will
make them more productive and allow you to do more "manager
stuff" and an added bonus is the increase in the
dealership's bottom line and your paycheck.
Tony McGee is the President of AutoSales-Pro
You may contact Tony at:
1.800.581.3731 -or- Tony@AutoSales-Pro.com
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