| The strongest houses are built on the strongest | | | | is to establish those criteria and expect them |
| foundations. No matter how well-constructed and | | | | from the entire sales team. No playing favorites |
| reinforced the walls and roof are, none of it will | | | | here - the salespeople must know that they are |
| stand under stress if the foundation is weak. | | | | expected to have these pieces of data before |
| Conversely, a strong foundation will help | | | | discussing any potential prospects. |
| strengthen an imperfect structure. | | | | This data may be something as simple as being |
| The success of individuals on your sales team and | | | | assured that the specifics of money, budget, |
| the direction of your sales efforts are directly | | | | timing and competitors are adequately qualified. |
| linked to the strength of the foundation of | | | | Perhaps it's a warning flag item as a result of a |
| expectations the sales manager establishes for his | | | | competitor's tactics from a recent deal. If you set |
| or her team. | | | | the expectation, most salespeople will respond |
| The link between a strong foundation of clear | | | | accordingly. In terms of existing salespeople, it |
| expectations and the closing of high-value business | | | | may take some time and a few painfully short |
| is obvious. We have previously discussed the | | | | conversations for the sales manager to receive |
| relevance and impacts of compensation as an | | | | the information she needs in advance. The ability |
| influencing factor in behavior and success. These | | | | of a sales team to qualify the proper information |
| compensation factors are usually apparent and | | | | is one of, if not the most important aspects of a |
| easily quantified. | | | | strong foundation. |
| A sales manager's efforts in laying a strong | | | | --Two Suggestions-- |
| foundation by setting expectations will not be as | | | | One suggestion to help quantify this approach is |
| obvious to most salespeople as compensation. | | | | to develop a clear process that has been laid out |
| However, clear, focused expectations are an | | | | and explained to the sales team. We recently |
| important aspect to performing the sales | | | | went through our own internal process in designing |
| management function. Sales managers will need to | | | | our soon-to-be-released AMP program (Amplify |
| spend more time explaining and implementing their | | | | and Maximize Potential). Our internal process not |
| foundational items than defining the compensation | | | | only resulted in the AMP offering, but also built a |
| plan, but the time invested will lead to strong, | | | | foundation using our own products, capabilities, |
| repeatable revenue. | | | | people and other resources. Internally, we all have |
| Components of a strong foundation are easily | | | | a clear understanding of what AMP is intended to |
| translated into expectations. First let's look at an | | | | accomplish and how we will deliver the program. It |
| individual example. | | | | took some time, but we feel that this proactive |
| --Communication-- | | | | process will be effective in delivering the most |
| If a sales manager knows from a Select Metrix | | | | effective program possible. |
| assessment that a salesperson's preferred | | | | Another suggestion is to take the time to profile |
| communication style lends itself better to email | | | | your ideal sale. You will be amazed at what kind |
| for daily communication, don't expect the best | | | | of information you can gain from a detailed look |
| results to come from a hurried phone | | | | at deals won and opportunities lost. You can also |
| conversation. The sales manager needs to set his | | | | gain a perspective of your own internal impacts. |
| or her own foundation and expectation for | | | | Have you ever wondered how closely aligned |
| specific communication with this individual on most | | | | your delivered product is with your sold product? |
| matters using email. Also, they will have to briefly | | | | The answer to that question can be enlightening. |
| outline and discuss the exceptions that would | | | | Personally, I like to ask salespeople if they have |
| make a phone call the more effective choice | | | | ever wondered what the impact of a deal, a |
| (urgency comes to mind). | | | | concession, a rushed timeline could have on the |
| Now let's look at the expectations in a corporate | | | | janitor or the cleaning people. I usually receive a |
| example. | | | | blank stare. The point is to understand that every |
| --Selling Process-- | | | | decision has an impact on the organization in some |
| How does the sales manager act, or react, in a | | | | way. |
| certain situation? Rather than being reactive, the | | | | When a sales manager decides to be proactive -- |
| sales manager should take a proactive approach | | | | build a foundation by setting expectations and |
| and set expectations with their sales team well in | | | | following through - she is on her way to |
| advance. | | | | establishing an underlying strength on which she |
| If he feels most effective with 4 or 5 relevant | | | | can place the building blocks for the structure of |
| pieces of information in front of him before | | | | the sales organization. |
| discussing an opportunity, the proactive approach | | | | |