Posts Tagged ‘sales effectiveness’

Assessing Sales Teams

Tuesday, June 15th, 2010

There are a variety of Assessment Tests out there that managers use to try and determine viability of current or future salespeople. Here’s a sampling of types:

  • Psychological Test
  • Personality Test
  • Behavioral Styles Test
  • Aptitude Test
  • Salesperson Evaluation Test

Most common, but a big mistake, is to use Personality and Behavioral Styles tests for salespeople. While accurate, the results do not provide answer or actions that management can use for selection/recruitment, coaching and development. An effective assessment tool must answer the following questions:

  • What makes a particularly salesperson successful?
  • What makes a particular salesperson unsuccessful?
  • Can this salesperson improve or not?
  • In what specific areas must the improvement take place?
  • Which obstacles are preventing sales success?
  • How much improvement can we expect?
  • What actions must be taken for improvement?
  • How do the problems impact their performance in the field?
  • What sales competencies are impacted?

If you want to accurately predict which existing salespeople or hiring candidates will succeed in a particular sales position, at your company, selling your products or services, into your target market, against your competition, with your pricing model, performance requirements and compensation package, there is only one assessment tool that will provide this.

Contact us to learn more about a proven and affordable and comprehensive salesperson/team assessment test.

Developing a Sales Mentality

Monday, February 15th, 2010

Some say that salespeople should be hungry, aggressive and always closing. This sounds fair and reasonable, if not somewhat cliche. I maintain it is something more than just assertive actions. It’s a sales mentality – actually an attitude and mindset that can be developed and honed.

So what exactly is a sales mentality? It can be reduced to 3 key elements of perspective, discipline and prowess:

  1. A Balanced Sales Perspective - a healthy view of self, product and customer 
  2. A Strict Personal Discipline - a daily regimen of managed time, inputs and prioritized activities
  3. A Hunting-Farmer Prowess - a new business and account growth sales skill and mindset

With a strong sales mentality, a salesperson is well-reasoned, self-managed, and multi-faceted. Can a person or team be trained in this? You bet.

Wouldn’t it be great to have an entire sales organization like this?

Finishing Strong

Friday, December 11th, 2009

It’s the final lap. You’ve lived through the year and now see the final hurdle, the December closing and quarter wrap-up. Just when you’re ready to ease it on in, your better self prepares for the final kick. But is there anything special one can do at this point?

Yes, there are 3 keys to finishing strong:

1. Set Your Sight on the Prize
Never lose sight of your goal and objectives (even if they were reset). Your sales goal/quota/target should be clearly etched in your brain/whiteboard/forecast.

2. Sprint to the Finish
Winners give it an extra kick at the end to outrun competitors. If you know your sales activity patterns (read Rule #15), you ratchet it up these final weeks and don’t let up the pace until year end.

3. Never Give Up
Famous words by Winston Churchill, and other winners who didn’t quit. Even in the face of tough circumstances, sales pros don’t cave, they suck it up, make no excuses and find a way to get it done.

You’ve run the good race but now’s the time to press onward to the goal set before you. Have a great and strong finish.

Working Through the Holidays

Wednesday, November 11th, 2009

You’re taking a needed break this week. It’s Thanksgiving, the family’s gathering and you promise to minimize computer work over the long weekend. Tough but doable. Enjoy the downtime. Give the family your attention – certainly they and you deserve it.

But then comes next week. It’ll be December and a short sales month. For some of you, the year’s number is a given and either way short or looking good. For others, it’s a stretch but conceivable. At the same time management must keep an eye toward 2010 and all that has to happen, change and be redirected. Time for the final push. No excuses. Remember your customers need to wrap up the year too.

So while a challenging year, ’tis the season to be thankful for all you do have and the opportunity to finish strong, be at your best and give it another go in January. Do enjoy the holidays, your family and count your blessings. Have a healthy and balanced work perspective through the holidays.

The Next Generation

Monday, October 12th, 2009

I’ve seen the future and, while promising, it needs some work. Over recent months I’ve been training sales teams with many of the reps under the age of 35. (Everyone seems younger to me these days!)

In training these teams I’m recognizing how far we are removed from the strategic and tactical selling fundamental days of the 80’s and 90’s. While eager, teachable and capable, there’s a generation of salespeople out there operating under sales cliches that myths rather than clear-thinking sales methodologies, foundational principles and sound practices of selling excellence. Fortunately it’s a fixable situation with plenty of upside.

I’m encouraged by the response to the call for personal responsibility and professional sales organizational development. It bodes well for the next generational sales rep, manager and company. With guidance and direction in effective sales activities and modern application of proven frameworks and practices, new waves of sales professionals are gearing up for the challenges facing them.

Indeed, the future always requires hard work and preparation. I see a world of promise and potential.

Pull Off a Sales Blitz

Monday, July 13th, 2009

Another quarter down as we move into summertime. Time to regenerate the team and shake up the marketplace. Rally around a win, a new product announcement, a white paper, a little positive PR. It’s a good enough excuse to orchestrate a Sales Blitz – that tried and true cold calling campaign where all appropriate hands on deck get on the phone and call away.

It never fails to amaze me that these events generate what they do. From outright leads and appointments, to fresh market insights and input on resonating messaging, scripts, targets, database quality, not to mention boosting team morale and old-fashion fun and games. Teams should be doing these once a quarter, if not once a month.

Just pulled off another one for a client this past month and yielded big fun, success, and new viable lead generation. Jump-started the Inside team and kick-started the Outside team with new opportunities and revealing possibilities. Paid out nominal cash prizes in a 1/2 day event that had the team buzzing. Well worth the effort.

Got a Sales Blitz in your plans?

Extended New Sales Ramp-Up

Monday, June 15th, 2009

Many executives believe the ramp-up time for a new sales rep to full productivity is less than 3 months. This is predominately a myth. Ramp-up times of 6 months or less have decreased from 60% to 30% over the past 5 years (CSO Insights).

Big problem. What happened?

Product line complexity, increased competition and growing customer sophistication have been some reasons why even experienced new hires struggle to get ramped-up. Interestingly enough, sales product training and industry experience are not key fixes. Rather, competency testing and easy access to sales knowledge and information are more critical to fast start success.

Are you hiring smart reps and giving them easy access to the information they need to effectively sell?

Stepping Up Sales Managers

Friday, March 13th, 2009

The team is settling down after all the meetings, product announcements and adjustments. You’ve got reps and managers sorted out and in place. Now it’s all on the sales team to hit targets and bring in the quarter.

Actually, it’s all on your sales managers who own the number, some carrying bags while leading the field troops, others in roles of mentor and driver. Either way, the job is tough, relentless, and the stakes are high. So why is there very little training for first-line sales managers? It’s already a difficult and important job, yet we often throw our most promising players out there to sink or swim.

There are 4 Core Areas of Competency required for effective Sales Management:

    1. Building Process and Sales Culture
    2. Driving Goals and Accurate Forecasting
    3. Hiring Winners and Building Team
    4. Deal Coaching and Mentoring Skills

How well trained are your sales managers?

Sales JumpStart

Monday, December 15th, 2008

Wind it down and rev it up. Whether your year is closing with a bang or a whimper, it’s a new day in January. What are you doing about it? Sales teams and organizations are realigning with reset expectations; salespeople are reassessing their accounts and territories and careers; customers are reevaluating their needs, requirements and budgets. All converge “after the holidays.” Indeed take a Christmas break with the family over the next couple of weeks, but do put aside some thinking time to begin to orchestrate your sales jumpstart.

Keys to a successful Sales JumpStart:

  • Plans – prioritize your team/territory/accounts
  • Regimens – evaluate your regimens and disciplines
  • Operations – organize and streamline your sales operations
  • Communications – upgrade your marketing pitch for the new day
  • Execution – reassess effectiveness of your sales tactics and strategies
  • Sales Cycle – rethink your existing selling cycle and customer buying cycle
  • Skills – consider the new/adjusted skill sets required for yourself and/or sales team
  • Yes, there is a PROCESS for approaching sales success in the coming year. There is no panic amongst the pros – just careful and deliberate evaluation and implementation of proven fundamentals. Have a Merry Christmas and Happy Sales Year.