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