The Sales Leader's Problem Solver: Practical Solutions to Conquer Management Mess-ups, Handle Difficult Sales Reps, and Make the Most of Every Opportunity
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The Sales Leader's Problem Solver: Practical Solutions to Conquer Management Mess-ups, Handle Difficult Sales Reps, and Make the Most of Every Opportunity
256eBook
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Overview
Sales leaders (managers, directors, and vice presidents) advocate for and often succeed in getting sales training for their reps, but when they request sales management training for themselves, the answer is often no. This lack of formal instruction lowers their chances of success.
Drawn from the author’s experiences as a sales manager, sales management consultant, and coach, The Sales Leader’s Problem Solver offers guidance on solving common but difficult issues with the salesperson who:
By providing a consistent format to follow, Suzanne Paling will help any sales leader level-headedly deal with any challenge by:
Product Details
| ISBN-13: | 9781632659316 |
|---|---|
| Publisher: | Red Wheel/Weiser |
| Publication date: | 11/21/2016 |
| Sold by: | Barnes & Noble |
| Format: | eBook |
| Pages: | 256 |
| File size: | 7 MB |
About the Author
Read an Excerpt
CHAPTER 1
The Inconsistent Sales Rep
Looking over the numbers for February, sales manager Kyle sees that Stan exceeded his quota by 30 percent. Kyle wants to jump for joy. He used to; he knows better now. In March, Stan will just miss his goal, and then be off by 20 percent in April. He'll squeak by in June, while playing the role of hero in July, exceeding quota by 25 percent. And on and on it will go, month after month, quarter after quarter, all year long.
Discussions with Stan about his up and down, roller coaster- like performance prove fruitless. A friendly likeable guy, he puts Kyle's suggestions to use almost immediately. A few weeks later he stops. Kyle then questions why he bothered.
Later that day he meets with Maria to talk about her uncharacteristically low February numbers. She looks at him and says, "I know. I really 'pulled a Stan' didn't I?" Kyle realizes Stan's erratic numbers have become a staff joke. As the leader, he knows this makes him look bad, too.
Given his erratic performance, Stan either just makes or just misses his annual sales number — every year. Kyle sticks with him because when he's on, he's on. He comes through sometimes like no other rep. Kyle wishes he knew how to handle this situation.
Companies depend on salespeople achieving quota. When this doesn't happen, cash flow problems, terminations, layoffs, and outright business failures take place. Organizations hire sales executives to guide this effort.
Sales executives tolerating an inconsistent sales performance unwittingly sanction this behavior. It calls into question their ability to lead their group. The situation has to be brought under control.
Getting started
Minimize feelings of frustration with the rep by gathering and analyzing the facts. Identify cycles and patterns. Run the numbers in different ways to determine this rep's:
• Monthly average.
• Seasonal highs or lows.
• Highest and lowest revenue months.
• Months of missed quota.
• Strongest and weakest product area.
The following chart compares the reps' annual sales results (monthly quota $90,000).
A manager looking at these numbers sees that Jed struggled early in the year. He recovered and exceeded quota since then. Maria missed her February goal. Though never a top producer, her sales remain steady.
Stan reaches a high of $117,030 in February, just hits quota in March, and then misses quota for four consecutive months. His sales climb back up in August, reach a high in September, and drop in October. He misses quota in November and December.
The following chart compares the reps' monthly average:
Maria reached a high in July ($96,900) versus Stan ($124,000) in September. Yet she outsells him by $3,000 for the year. His low months affect his annual performance.
After reviewing the data further, a manager might realize this rep:
• Goes from a high to a medium to a low month.
• Experiences trouble recovering from a low month.
• Underperforms several months in a row.
The manager wants to shout, "Come into my office. I've solved the problem. Now I know why you have good and bad months. Here. Look at the numbers. We can stop this!! Don't let a shaky start to the month get you down. If you stay positive, you'll hit the goal!"
Keep the celebration on hold. The manager uncovered a pattern. He doesn't yet understand the problem nor have a solution.
Create a plan
If a rep cycles between achieving and missing quota without facing any consequences, a policy gap may be to blame. No mechanism exists for dealing with the problem.
Start addressing the situation through modifications to the sales policy manual. Consider potential wording such as:
Sales representatives failing to achieve quota for two consecutive months will be placed on probation. Those reps falling to achieve quota for a third month must meet with their manager to determine the next course of action — up to and including termination.
Salespeople sometimes just make or miss a quota, whereas the other reps exceed their goal comfortably. Hold reps accountable when their monthly average falls below the group's average:
Sales representatives falling below the group average for two consecutive months will be placed on probation. If a rep falls below the group average for a third month, they must meet with their manager to determine the next course of action — up to and including termination.
Conceivably a rep could miss quota for two consecutive months, achieve quota the next, then miss for another two months running. Avoid this management energy drain through the following:
Should a sales representative fall below the group average or fail to achieve quota for two consecutive months, twice in the same business year, they will be subject to termination.
Present the plan to executives
Review the charts and graphs with your direct supervisor. Discuss the findings. Present suggested sales policy manual additions or alterations for their approval. Be prepared to offer potential solutions for this particular problem.
Most company leaders, in my experience, make interesting and accurate observations about people. Removed from the day-to-day managing of the sales reps, they view things differently. Take advantage of this and benefit from their input and guidance. Listen to what they have to say. They may point out a few things you didn't think of.
Address the issue with the rep
Not all "up and down" reps struggle in the same way. This problem shows up in different patterns, including:
• The "closing frenzy" rep: lackluster sales during the first few weeks of the month, followed by a rush to close deals during the last week.
• The "fading" rep: solid sales during the first two weeks of the month that dwindle during the last two weeks.
• The "collapsing" rep: three strong weeks of monthly sales, followed by a week of poor sales.
Each scenario leads to the same issue: unpredictable, roller coaster months or quarters. Understand the specific pattern before meeting one-on-one with the rep.
Best time to talk
Maximize the effectiveness of the conversation by initiating the discussions during an "up" period for the reps:
• The "closing frenzy" rep: Begin a discussion toward the end of the month — just after they've closed a few sales.
• The "fading" or "collapsing" rep: Speak with him or her after the second strong week of sales.
Approaching reps during "up" not "down" times gives you the chance to talk to them when they're less frantic.
Get clarity
Before scheduling any one-on-one meetings with this rep, be certain as sales leader that you know what these meetings are and are not about. These conferences focus on inconsistent sales performance and nothing else. No sales skills coaching should be discussed.
Reps like this already know how to prospect, assess needs, address objections, make presentations, and close deals. They've proven themselves many times.
Begin the discussions
Say something like, "We've spoken before about your inconsistent sales performance. Looking at your sales figures, I made some interesting observations. Let me show you."
Give reps a chance to look at the data. Don't rush or push them into "seeing" a pattern. Just let them look at the graphs and charts. Allow the discussion to unfold.
Use visuals
As a sales manager, I show reps data and comparative numbers all the time. Whenever I present the same information in graph form, attentiveness increases. Easier to read and often more dramatic, graphs drive the point home that much more effectively.
This shows the numbers from Table 1.1. You really feel and experience the roller coaster ride of the "up and down" rep.
Close the initial conversation by saying something like, "For now, I'd appreciate you keeping our talk between the two of us. Look the information over. Let's meet in another day or two and discuss your observations."
Schedule another meeting or conference call there and then.
Follow-up
During the second discussion, ask questions:
• What were you overall thoughts?
• What did you notice about your own performance?
• How did the other reps' performances compare to your own?
• Which data surprised you?
Keep the questions open-ended whenever possible. See what they have to say. During a second meeting, if they don't notice a pattern, point it out. Don't waste time.
The swinging pendulum sales performance detrimentally affects:
• Valuable management and coaching time.
• Predictability of the sales forecasts.
• Ability to achieve quarterly and year-end sales goals.
• The reps' income.
Though it may take a series of meetings to fully deal with this issue, state the obvious early on. Have reps leave this second meeting understanding that achieving quota, then missing for several months in a row has to stop.
Future meetings
In this chapter, the sales manager realizes the rep experiences difficulty recovering from a slow week or month. Another rep with "up and down" sales might have a different pattern with the same frustrating results:
Scenario #1
A rep with lackluster sales during the first one or two weeks of the month might be burned-out from rushing to close sales during the previous month.
Scenario #2
A rep with strong sales during the first few weeks of the month could relax during the next two, assuming the sales will happen naturally.
Scenario #3
Reps sputtering out during the last week might be guilty of overestimating how far along they were in the sales process with some of the prospects.
Scenario #4
Many "up and down" reps suffer from pipeline mismanagement — never having enough potential deals in the earlier stages to close the required number of sales each month.
Put the issue in writing
At this point, managers put something in writing, summarizing any discussions and outlining a game plan. Change things up. Ask the rep to put a plan in writing as in the following example:
To: (Sales Executive) From: (Salesperson) Date: March 10, 2xxx Re: Performance against quota
For the last several weeks [name of sales executive] and I have been discussing my inconsistent sales performance. I understand the impact it has on the whole company. To work on meeting and exceeding my goals, I agree to do the following:
• Schedule a meeting with my sales manager if I meet less than 15 percent of my monthly total in the first week
• Interact regularly with the steadier producers
• Ask for, listen to, and act on their advice
• Increase all sales related activities (prospecting, demonstrations, proposals) by a minimum of 20 percent during lighter months
• Read and discuss [name of book] with the sales manager
• Refuse to give up on the month if the first few weeks are slow
__________________ __________________
Salesperson Sales Executive Company X Company X
Taking the extra step of creating a contract adds a certain gravitas as well as underscoring the salesperson's responsibilities and obligations.
Current staff
Understandably frustrated with the "up and down" situation, a manager might be tempted to write a new sales policy and hand it out at a staff meeting with little explanation. Several months later, when the rep in question fails to achieve quota two months in a row, the manager could:
• Put him on probation.
• Eventually terminate his employment.
• Consider the problem solved.
That behavior looks angry and punitive. Instead, in a predicament like this, work with reps in this situation for a reasonable period of time. Give them a fair chance to improve the erratic sales performance, and then discuss policy changes with the sales team.
During the end of a regular staff meeting, say something like:
"All organizations revisit policies and procedures. The president and I reviewed several current sales policies and made a few revisions. Specifically, we made changes to [give examples]. Please read it over. I'll be discussing this with you and answering questions during our one-on-ones later today and tomorrow."
One-on-one meetings
During these talks, never discuss a specific salesperson. Mention, instead, noticing a trend of inconsistent sales months among the staff. Talk about the difficulties this causes and your desire to solve the problem. Answer any questions. Listen to their views.
If reps voice serious objections to the new policy, hear them out. If one of them makes a great suggestion, take notes about the particulars and discuss it with your boss. Get back to them, but tell them the policy stands for the foreseeable future. After a period of time, you'll be open to discussing potential adjustments.
Hiring
Include questions about consistency during in-person interviews such as:
• In which months/quarters did you sell the most this year?
• In which months/quarters did you sell the least?
• Any particular reason why?
• In your sales career, have there been particular months or quarters that have always been strong for you?
• Have any months been historically lower?
Through this line of questioning, detect any patterns if possible.
New hire orientation
Recent hires get the lay of the land fairly quickly. They see one or more reps hit their quota intermittently. This leads them to believe that this behavior is okay. Why would they think any differently? No one gets terminated because of it.
Discuss sales department policies and procedures during the later stages of the interview process. Reinforce the policies during their first 90 days with your organization. Look for "up and down" sales months. If it occurs, address it early on. Going forward, new hires need to understand that inconsistent sales performances have consequences.
Leadership opportunities
Leaders know salespeople influence one another. Selling alongside high performing reps motivates a rep to work harder and exceed their own goals.
Unfortunately, this works both ways. Allowing one rep to perform inconsistently with no penalties opens the door for other reps to follow suit. During a slow month or quarter, they might give up instead of pushing through.
Failure to address this issue allows an "up and down" rep to unduly influence the group. It calls your ability to lead into question.
Summary checklist
Inconsistent rep review and checklist
• Clarify problem.
• Review monthly productivity reports.
• Determine patterns: • Several low sales months in a row.
• Strong sales during the first few weeks of the month followed by slow sales.
• Slow sales during the early weeks followed by a closing frenzy.
• Involve direct supervisor.
• Retool:
• Policies and procedures.
• Minimum performance standards.
• Speak with "up and down" rep.
• Collaborate on solving the issue.
• Address current staff.
• Hold inconsistent rep(s) accountable.
Resolution
At week's end, Stan achieved only 10 percent of his monthly number. In keeping with their agreement (sales during the first week of the month of less than 15 percent of total goal), he sets up a meeting with Kyle.
Kyle knows nothing motivates Stan like talking about exceeding quota, as he did last month. So during their meeting he asks him, "What went on last month?" Stan's energy changes as he reminisces about successful appointments and signed contracts.
Stan will never be Kyle's most consistent performer. He missed quota twice during the past seven months. The difference is he didn't miss quota two months in a row. That's a huge improvement. Kyle has succeeded in his objective of stopping Stan's 2–4 months downward slide.
With the sales staff, Kyle notices Stan gets more respect. He's glad to see this. In addition, Stan receives larger and more consistent commission checks. This has contributed to his having a more even demeanor with customers.
Once he'd uncovered Stan's erratic sales cycle, Kyle noticed other reps' patterns. For instance, Maria's strongest sales occur during the second week of the month — for productivity standards as well as sales. Always.
Can she apply some of what happens during that week to a few of the other weeks? If so, she could increase her income. He'll discuss this with her during week three. She's always in a great mood after a strong second week.
CHAPTER 2Selling Only to Existing Customers
Laura has no peer when it comes to increasing business with existing customers. She maximizes opportunities within a department. In turn, those department leaders introduce her to decision-makers throughout the company. Because of this ability, she's realized double-digit growth in previously stagnant accounts.
The problem: in three years with the company she has yet to open one new account.
(Continues…)
Excerpted from "The Sales Leader's Problem Solver"
by .
Copyright © 2017 Suzanne M. Paling.
Excerpted by permission of Red Wheel/Weiser, LLC.
All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
Excerpts are provided by Dial-A-Book Inc. solely for the personal use of visitors to this web site.
Table of Contents
Foreword 11
Introduction 15
Chapter 1 The Inconsistent Sales Rep 23
Chapter 2 Selling Only to Existing Customers 37
Chapter 3 Social Media Paralysis 53
Chapter 4 Salesperson Fiefdom 69
Chapter 5 Trouble With Titles 83
Chapter 6 CRM Non-Compliance 97
Chapter 7 The Mysterious Remote Salesperson 113
Chapter 8 Unethical Behavior 131
Chapter 9 Misaligned Territories 143
Chapter 10 The Selling Sales Manager 159
Chapter 11 The Superstar Sales Manager 177
Chapter 12 Loosely Defined Sales Cycle 195
Chapter 13 The Mediocre Rep 209
Chapter 14 Unqualified Vice President of Sales 223
Chapter 15 High Base Salary 237
Index 251
About the Author 253