Plan Now for Sales Reps' Future Work Environment

Even while offices remain closed, sales leaders have begun dealing with ultimatums / requests from salespeople such as:

• A top inside sales rep has said she will work only from home from now on - no matter when the office opens back up.

• A field rep stated when life gets back to normal, he wants to cut his travel by 50%. He's realized his customers don't need to see him as often.

• A tenured reps sees life differently since the virus and only wants to work part-time from here on out.

As a sales leader, I've been dealing with requests from reps to work from home for decades. It's nothing new. Pre-COVID, the typical reasons included:  

• Childcare

• Eldercare

• Medical issues

• Commutes

• Spouse / partner schedule conflicts

With COVID, two things have changed:

• Employees who never worked from home before have experienced it for the first time, done it successfully - and really like it.  

• Being in the office might involve exposure to a serious virus.

Guidelines

Many years ago, a high-performing rep I managed asked if he could work from home 2 or 3 days a week. His wife traveled extensively and he did the daycare drop-off. The location of his daughter's new day care center had increased his commute time substantially.

I took his request to my boss, the VP of Sales. At the time, it was a privilege no other rep had. Though reluctant, my boss was willing to give it a try. Before he began working from home, we drew up a contract for us all to sign. Parameters for the rep included:

• Remaining in the top one-third of salespeople in his division

• Maintaining profit margin in a specified range

• Working the stated company hours 

• Revisiting the arrangement after one business quarter

After six weeks, I could see it wasn't working, but honored the negotiated terms. When the quarter was over, we had him come back into the office. He never mentioned it again.

Consider the Issue Now

My boss and I handled the rep's return to the office with little conflict. We had established the minimum requirements before he began working from home.

At some point, offices will open back up. Once health risks are no longer a factor, employees fall into two categories:  

• those who cannot wait to come back

• those who want to stay at home  

For reps wanting to stay home, reduce their hours, or curtail their traveling, you'll need a plan to address those requests. I suggest you start thinking about it now - before you have to.

Most Important Factors to Consider

Brainstorm with peers, HR, and executives at the company.  For each scenario (phone / field / part-time) ask yourselves:

• Will this new arrangement be seamless for the customer?

• What problems might I anticipate ahead of time?

• Is the company willing to offer this arrangement to all reps?

• Will there be a negative impact on any other departments (i.e. customer service)?

• What technical equipment may be required and who will pay for it?

• Are there any governmental or regulatory requirements that pertain to working from home in the industry or jurisdiction where you operate?

• What is the acceptable minimum sales performance?

• Should new arrangements be offered for a trial period initially?

• What length of time seems fair?

• Does a hybrid arrangement (2 days in the office / 3 days home) merit consideration?

• If the arrangement suits neither the customers nor the company, and the reps don't want to work in the office, do we have a plan in place to hire new reps?

Employees have always asked for special considerations (4 day work week, leaving the office at 3pm on Wednesdays, etc.). Before  approving any request, set the ground rules.  Those requesting special accommodations must ensure it does not impact their job performance adversely.

Summer Reading Recommendation

Every summer I recommend one or more books offering high quality information to help sales leaders sharpen or add to their skill set and support their quest to be the type of leader salespeople find motivating to work for.

This summer, sales leaders from all industries should read Colleen Stanley's new book, "Emotional Intelligence for Sales Leadership: The Secret to Building High-Performance Sales Teams" published by HarperCollins Leadership.

Colleen took time out of her busy schedule working with clients and promoting her book to discuss it with me.

People talk a lot about emotional intelligence. How are you defining it?

If I had to boil it down to one word, I would say it's awareness. The awareness first starts with yourself - the awareness of what you're thinking, you're feeling. How do those thoughts affect your emotions and how do the emotions affect the actions you take or don't take.

But equally important is the awareness and calling it "other awareness" of what others are thinking or feeling. How do their thoughts and feelings affect their emotions and how they show up? Being able to manage both states to me is the ideal of emotionally intelligent people.

It's hard to write a book. We both know this. What motivated you to write "Emotional Intelligence for Sales Leadership"?

Like you Suzanne, you work with sales leaders and I really found that many of them get set up to fail. We've all heard this story, watched the best-selling movie out there. The top sales producer gets promoted to sales manager. Then they take a sharp right turn. All the skills they've been honing up until this time: prospecting, business development, consultative selling, negotiation skills, don't help them in their new job. They've got to learn new skills which they're often not taught.

So a strong producer gets promoted to sales manager. They don't have / aren't provided with the training they need to succeed. What happens?

They have trouble transferring the knowledge that made them successful. Now they need to coach and train - and then when you take a look at coaching it is very different from training. Many people go to school for four years to be a teacher. People go to coaching classes to get certified. Yet sales managers often aren't privy to either one of them. What I see happening is sales managers often work on the wrong end of the problem.

Can you give an example?

If you've got a seller that continues to engage in a product dump, verbal vomiting - it's the biggest complaint we hear from prospects and also sales managers. The sales manager will unknowingly start teaching the sales questioning model. They'll say, "OK, let's role play this questioning model." What they may need to focus their training on is perhaps emotion management. The seller simply gets nervous and talks too much.

Because when you really study great selling you can ask a question but you're not guaranteed the answer. There's a little bit of ambiguity you've got to get used to, right? So if you're in front of a tough prospect that's kind of drilling you, wants you to get to a solution really fast. That requires emotion management and staying the course.

What's another example?

Other times the seller might let positive emotions take over. The prospect says, "We've heard wonderful things about your company." Suddenly that wonderful questioning model you've taught in role play goes right out the window. The seller moves to providing solutions instead of continuing to ask all the right questions - further qualifying and further diagnosing - which again requires emotion management and staying the course. So the hard skills, what I call sales IQ are important and equally important is the sales EQ. The sales manager is spending time and resources but not diagnosing the root cause of the problem.

What would you like sales leaders to take away from your book?

I want them to ask themselves, "Am I modeling the behavior I expect from my salespeople? Am I asking introspective questions?"

Also, sales leaders need to demonstrate focus. Are they allowing themselves and the sales force to become distracted? It's as simple as banning technology during staff meetings and sales calls. Buyers and sellers feel the distraction.

Colleen, it's always such a pleasure to speak with you and discuss sales management issues. Good luck with Emotional Intelligence. I know many sales leaders will find it very helpful.

Virtual New Hire Training

A reader writes, "New hire sales training at my company combines working with reps in the field and on-site classroom work at the home office. One of my reps announced her retirement and I need to replace her right away. How do we train the new salesperson with our offices closed and field reps at home?"

The combination of COVID-19 and a rep's retirement has upended your well-run training program. Here are some tips for coping in the current environment.  It is possible. I've done it.

Pre-plan

At some point in the interview process, most candidates (especially the good ones) ask about the company's plans to train them.

Before interviewing a single sales representative, schedule a meeting with the employees who typically participate in training. Together, collaborate on ways to adjust it for a virtual environment.

Organize Your Technology

Select one video conferencing software program for all employees. Ensure it works properly and that everyone understands how to use the functions like screen sharing, chat, and sending out invitations.

Schedule the Days

New employees dislike being at loose ends. If the workday runs from 8am to 5pm, make sure to fill all those hours with training. But that doesn't mean overloading or exhausting them. Schedule less intense activities like study time as well.

You might say, "From 10:30am to 12pm, read the white paper, PDF's, and website pages for Product A. After the lunch break, email the product manager three questions about the product."

Mix it Up

Set up virtual meetings for the rep / reps with employees throughout the organization. Discussions with the CEO, CFO, CTO, product managers, accounts payable, and the office manager help make them feel like a part of the company and increase their overall company knowledge.  

Field Reps

With the field reps communicating with customers by phone, enable the new hire to listen to some of those calls.

Ask the field reps to share their CRM screen with the new hire and discuss some of the accounts they call on. Reps can talk about pre-call planning, customer buying habits, discovery questions, common objections, and customer preferences.  

Inside Sales Reps

Prior to the new hire's start date, have your ISR's record customer calls. Build an on-line library of calls for the rep to listen to and discuss with you later.  

Create Quizzes

Remote training makes it more challenging to understand how much product / company knowledge gets retained by the new rep. You miss out on those face-to-face, more casual opportunities for Q & A.  

Ask company subject matter experts to create quizzes for the different products. Make sure the difficulty level of the questions is reasonable for someone new to the company.

Review answers with the rep afterwards.  

Use Your Talent

Who give the best product demonstrations? Which rep handles objections most effectively? Who writes the best proposals?

Where possible, record these reps and add to the virtual library. Post template proposals to a shared drive. 

Now - Answer the Question

While they understand the limitations of the current climate, top performing reps probably won't accept a position with a company offering a minimal and / or disorganized training program.

Answering inquiries about training in an organized manner shows your company as flexible, adaptable, and dedicated to provided top notch new hire training regardless of the circumstances.  

Training Ideas

In my book, The Accidental Sales Manager, Chapter 5 is entitled "Establishing a New Hire Orientation Program." Much of the information contained there would be adaptable to the current virtual workplace.

Have Some Fun

Some isolation and loneliness exists for newly hired sales reps unable to meet and interact with their new co-workers. Find a local restaurant in their area that delivers and have lunch sent to them (and whomever else they might be at home with). That's a gesture they won't soon forget.

For more tips on working with sales reps in the new virtual environment, listen to the following podcasts on Sales Hiring Straight Talk, Buzzsprout, Apple Podcasts, Spotify, Stitcher, or Google Podcasts:

• Remote Worker:  Hiring Virtually - Overview

• Remote Worker:  Hiring Virtually - The First Interview

My Podcast: Sales Hiring Straight Talk

Readers of my monthly newsletter know I address a broad range of issues: compensation, territorial realignment, motivation, reporting, assessments, CRMs, contests, training, orientation, performance improvement plans, superstars, product demos ... and the list goes on and on.

The subject I can never write enough on, the one I get the most questions about from readers and clients alike -- HIRING.

Sales management attracts self-assured people. But I've never met anyone 100% confident with the hiring of a sales force. One of the toughest parts of the job, most have some doubts about their abilities.

From the CEO to the sales leader, people make similar comments:

• "No hiring process exists at my company. All executives and managers handle it differently."

• "I have no template to conduct a professional interview."

• "I've never been trained or mentored in how to go about interviewing an applicant."

• "Over the years, I've put a list of questions together but I'm not sure they're effective."

• "Sometimes I bring candidates in for a second interview and sometimes I don't."

• "My second interviews are often short, unstructured and awkward."

• "Which / how many other employees do I include in the interview process?"

• "With hundreds of assessments available, which one do I choose?"

• "How do I know it's the right assessment for my open sales position?"

• "What do I do with the data once I have it?"

• "I ask candidates for references but rarely contact them."

• "References only have positive things to say about candidates."

• "What questions can I ask references that they will actually answer in this day and age?"

This list goes on and on.

Along with my colleague Jennifer Leake of Assessment Pros (www.assessmentpros.com) , I am proud to announce the launch of our new podcast "Sales Hiring Straight Talk" (www.saleshiringstraighttalk.com).

Join us for shows that cover:

• Our recommended 6 Step Hiring Process

  • Phone Interview, Assessments, Interview #1, Interview #2, References, Job Offer

• Shared experiences from our many combined years of interviewing and managing salespeople

• Tips for improving your interview skills - no matter how many years you've been at it

• Conversations with guest experts in the field

You can find the podcast here:

Website: www.saleshiringstraighttalk.com

Apple: https://apple.co/3aiFvXF

Spotify: https://spoti.fi/34IKsYk

I wish you good health during this challenging time we're in.

Go out and make great hires!

Selling in Uncertain Times

A reader writes, "My reps report that previously difficult to reach prospects (pre-COVID 19) have been picking up the phone and answering emails more quickly than before. Conversations and correspondences last longer too. Unfortunately, sometimes during these exchanges prospects cancel scheduled product demos or request a call back in six months.

"Each rep has focused on remaining positive. I want to keep that going. What can I do right now, to help my sales staff?"

Put a laser focus on the one sales skill needed more than any other - addressing customers' objections.

Huddle Up

When sales staffs get together and strategize, everything looks a little brighter. Positive group think takes effect. For the next few days, ask reps to make note of each and every objection they encounter. Since we're all home-bound, schedule a video conference (separate from the regular staff meeting) and run through the following exercise.

Look for Patterns

Put all of the objections in a shared document like Google docs and discuss each one. When you first start this exercise, it will seem as if there are 25 or more unique objections from customers and prospects.

To combat this, create general categories, assigning each objection to a specific one. During this part of the exercise, most sales staffs find there are really only between 4 and 6 actual objections.

Work Together

After isolating these objections, begin to strategize on how to address each one with the customers / prospects. Write the ideas into your shared document.

Finally, conduct role playing exercises so the reps can practice with each other.

Where's the Why?

Remember the obvious. Know why, in spite of all the chaos and confusion going on, customers or prospects should buy your product right now. Ask yourselves:

• How will our product make their work lives better / faster / easier / more economical?

• What downsides might the prospect experience if they put this purchase off?

• If they don't buy, how might this decision affect their business when life returns to normal?

Know the answers before the customer asks the question. Incorporate the information into your responses to objections.

Stress

Reps feeling fearful or apprehensive right now will let best sales practices like listening deteriorate.

Salespeople who might ordinarily listen to a prospect then ask sound follow-up questions do the opposite. After hearing an objection from an emotional prospect, in their panic, they might get off the phone or send a brief email reply as quickly as possible.

Revisit the Basics

If a customer or prospect says, "All funding for that type of expenditure has been cut from the budget as of yesterday," the rep should respond with, "You must have been disappointed to hear that.So many people are going through a difficult time right now. Can you tell me a little bit more about the departmental budget cuts?"

Empathy

As prospects begin to discuss budget cuts and other issues in greater detail, reps need to demonstrate honest concern by asking:

• How will this affect your department?

• How will that affect your position?

• What concerns you the most?

• How are your direct reports reacting to these changes?

• How are you handling this stressful situation?

Once they begin to express some of their concerns and anxiety, prospects may be less emotional and more candid. Budget cuts might not be as drastic as prospects first suggested. The conversation may come around more naturally to the importance of purchasing your product.

Good Advice

Remember, sales is the motor that drives companies. Nothing happens until someone sells something. Be empathetic. Be kind. Listen. Serve the customer best by giving them sound, compelling reasons to buy your product now.

I wish all my readers good health during this crisis.

Learn from Reps to Drive Changes for Next Year

Strong sales leaders make the effort to understand what went right and what could be improved from one year before diving headlong into the next. Many factors enter into the results for the year. As you consider them all, place an emphasis on hearing from the reps themselves.

The difference between a good and great year, for many salespeople, revolves around the amount of time they spend strategizing for the coming year. Email this questionnaire to your sales staff - adding or deleting a few items as it pertains to your individual situation.

• How satisfied are you with your income this year?

• If you are dissatisfied, how can I help you improve that?

• What would you like to earn this coming year?

• In which areas do you feel you did a good job and in which areas do you think you need improvement?
  (circle one per row)

Networking	Good job	Need improvement
Prospecting	Good job	Need improvement
Identifying decision maker	Good job	Need improvement
Discovery calls	Good job	Need improvement
Demos	Good job	Need improvement
Proposals	Good job	Need improvement
Closing	Good job	Need improvement
Working with current accounts	Good job	Need improvement

• In the areas where you feel you did a good job, how can I help you continue to progress?

• In the areas where you feel you need improvement, how can I help you better your skills?

• What sale are you most proud of this year and why?

• What did you do to make that sale happen?

• How can we make sure you close more sales like that next year?

• What sale were you most disappointed to lose?

• What factors caused you to lose that sale?

• What can we learn from it, so that it occurs less frequently?

• Of your current accounts, which one realized the biggest increase in sales?

• What made that happen?

• Of your current accounts, which one was a disappointment to you this year?

• What factors brought about that disappointment?

• If I could do one thing as a manager that would help you exceed quota this year, what would it be?

• If the company could make one change that would help you exceed quota this year, what would it be?

Sales leaders sometimes express concern that an exercise like this results in reps not being forthcoming or making unrealistic demands. That does happen. The good news - it occurs with a minority of reps.

You know the salespeople on your staff likely to respond this way. Meet with them in advance. Ask them to approach the questionnaire seriously. Let them know their feedback is to you. Remind them of a time when they offered opinions that helped you be a better sales leader.

The good news - the vast majority of your sales staff will take this seriously, providing thoughtful and sometimes surprising answers. Concentrate on and celebrate those reps.

After reading their responses, schedule a one-on-one with each salesperson to assign responsibility, attach dates, and track execution for the agreed upon improvements and initiatives.

Have an enjoyable holiday season with family and friends!

Strengthening Product Knowledge

A reader writes, "My salesforce's product knowledge is weak. In conversation with or when accompanying them on sales calls I'm often surprised by the misinformation they provide clients. As a company, I wonder if we do a good job with product training and would welcome suggestions for improvement. "

I applaud you for observing this and wanting to proactively address the situation.

The Reality

When companies offer product training it's typically a fire hose of information provided during the first week or two of new hire orientation. After that, leaders assume reps have all the information needed. Little additional training gets offered.

A Salesperson's Learning Curve

Picture a newly hired salesperson. They must learn how to: craft appropriate voice and emails, speak with customers, ask discovery questions, and address customer objections. Besides all that they need to study the competition, navigate an unfamiliar CRM system and figure out how the coffee maker works.

With all that going on, thinking salespeople will be product experts inside of just a few weeks is an unrealistic of management.

Pressure

After intensive product training salespeople might feel they're being told, "We provided hours of training. You should know the products inside and out."

Reps feel intimidated. This keeps them from doing the very thing you want them to do: asking questions about a product they aren't comfortable with yet.

30 Day Increments

Revamp the training. Start by working with your product manager, head of engineering and other relevant employees. Write 30 - 60- 90 across the top of a white board and the names of your product(s) down the left hand side.

As a group, brainstorm about what facts / features / benefits a rep should have a realistic grasp of at the 30th, 60th, and 90th day of their tenure. This exercise allows the company to present the information in way that gives reps the opportunity to learn the product over time.

Checkpoints

After designing the 30-60-90 day curriculum, create accompanying quizzes. This enables you to see any gaps in reps' product knowledge.

Create a positive culture change. View any gaps as positive - now you know where to focus additional training.

Always be Training

Product training should take place at regular intervals throughout a rep's entire career. Product specialists should attend at least one sales staff meeting a month.

Ask them to present on particular product. Require each rep to come prepared to ask one question. Give the salesperson asking the best question a gift certificate. Have some fun with it.

I never fail to be amazed when tenured reps ask as many questions, and benefit as much, if not more, than newly hired reps during the staff meetings. We all need booster or refresher product training from time to time.

Product Partner

Pair each rep with a partner from the group of product experts within the company. Make sure the salespeople feel comfortable with their assigned partner Let the product expert know how their collaboration with the rep contributes to driving increased sales revenue.

Limit the Number of Products

Give reps an overview of all the products during orientation, but provide in-depth training on just a few at first. Concentrate on the best sellers initially.

Customer Experience

Few exercises teach salespeople more than watching customers use the product in their place of business. Where possible, ask trusted clients if they would be willing to let the rep hang out for a while and observe the end user.

Final Thoughts

View product training as an ongoing company mission week in and week out, as opposed to a one-time only intensive training session. Over time, you'll see the reps make fewer mistakes when fielding product related questions from prospects.

Jim Blasingame, The Small Business Advocate, on Sales

Several times a year, small business expert Jim Blasingame generously invites me to be a guest on his nationally syndicated radio show The Small Business Advocate. It's always a pleasure. He's a gracious host.

Formerly in sales and management with Sears and a sales representative with Xerox - all before 1982 - Jim took his considerable sales expertise and founded a consulting firm in 1989 to focus on supporting small business CEOs. He said he was an executive vice president you can rent. In 1997, he founded his media company, Small Business Network Inc. which he continues to run today.

He's written two award winning books: The Age of the Customer and The 3rd Ingredient. I've long wanted to interview him about his sales / sales management experience. Here's what he had to say:

Tell me about your first sales job.

In fourth grade, I started selling vegetables door to door from the garden my dad and I created. If my mom didn't need the vegetables, I sold them. I learned a lot about customer service and merchandising. My customers, mostly stay at home moms, would pull back the ear of corn to inspect it and squeal if they saw a worm. I tried to tell them that all corn had worms but they didn't want to hear it. My expectations and theirs were entirely different. So I started cutting the tops off and getting rid of the worms.

My first professional job was with a small furniture company. Then I sold furniture and carpet for Sears. Both my wife and I received our educations from the commissions I earned with Sears. It took me only one extra semester to graduate.

What did you like best about selling for Sears?

liked helping people solve problems. They came to the store with an itch but didn't know how to scratch it. I was taught the communication skills to go to the source of that itch. I liked that I sent customers away happy.

They would leave me their money - part of which I got to keep. That's why I'm a big fan of leveraged comp plans. I'm also a control enthusiast - of my income and my destiny.

What was the most difficult part of sales for you?

Getting out of my own way. Shutting up and listening. Most have to work at it. Salespeople are the definition of a paradox. The best closer might not be a good prospector. The best salesperson might be bad with paperwork.

If you have a gregarious, engaging personality and you think you have the solution to their problem, you have to learn to be patient and listen.

If you have this tendency, be introspective. Role play with yourself. Prepare.

At what point did you see sales as your chosen profession?

By my late 20's I was working for Xerox and had so much world class training that I could handle anything - any objection I was up against. It didn't mean I always got the sale - but I knew why I didn't get it.

What did you learn at Sears that helped you succeed at Xerox?

Profitability. You must sell your product or service at a price that allows the company to make money. What's your impact on gross profit?

I also learned about customer service. Sears had a satisfaction guarantee or your money back policy. My manager told me to do everything I could to fix the problem.

Above all others, which trait do you think is the most important one for succeeding in sales?

I already mentioned listening. You must sincerely care about and want to serve other people and they have to know that.

When you started your consulting practice, what was your experience like working with CEOs at small companies?

For 20 years prior, I called on CEO's. I knew what they were up against when I was selling to them. I was listening to them. Having already seen what they were dealing with, I was specific when I asked them what they needed help with.

What surprised you the most about working with CEO's?

It was a good surprise. Everyone had different problems but the solution was the same. Once you learn problem solving skills it's transferable. I could consult with anybody.

When you speak with small business owners, what do they typically ask you about sales and or salespeople?

Not knowing how to hire a professional salesperson and making them that. The average CEO doesn't know how to get them through to that point. The biggest problem they have is training. Most people selling today don't know how to sell professionally. They aren't highly qualified professional salespeople. Companies won't put in the time and effort. If you don't have the skills, selling is hard.

If a small business owner is about to hire their first salesperson, what one piece of advice would you give them?

Find out how much training they have. What do they know about prospecting, development and nurturing customers? Can they take a suspect and over a period of three to six years develop them into a customer you can't run off.

If they are a good candidate but don't have that skill, teach them.

In the profession of sales, what do you think has changed the most?

The only thing that has changed is the way you prospect. I talk about this in my book The Age of the Customer. You can't get in the door unless you've demonstrated relevancy.

Closing, demos, proposals - nothing has changed.

Despite all the technological innovations, what has stayed the same?

Closing, the most human thing in the sales process. A contract with two humans. Two people eye to eye or voice to voice. Me asking you to agree with me. In the interim, get objections out of the way so you don't have to close 29 things at the end.

Jim, thank you so much for taking the time to speak with me. It's always a great conversation.

Add an Extra Month to Your Q4 by Preplanning

When writing the August newsletter, I'm always tempted to veer toward a subject on the lighter side. Everyone's on vacation anyway, right, or busy with back to school shopping or taking kids to college?

More than the end of summer, August is a gateway month. We need it to get ready for what I've always referred to as "extended Q4" - September - October - November - December - a critical period for most sales organizations. Plan for extended Q4 now, so you enter September in a state of readiness.

Falling Short

Any salesperson behind in quota needs to know this to the dollar so they enter the fall with no illusions. After reviewing the numbers, your first question to them should be, "How are you planning on making up the short fall and achieving your goal?"

For example, a rep with a goal of $1,020,000 for the year ($85,000 per month) should be at $680,000 at the end of August to be at 100% of quota. If they've reached only $600,000 in revenue (88% of quota), their new four month goal stands at $105,000 per month or $420,000 for the year.

Together, take a detailed look at each rep's pipeline and sales forecast. Given the status of each, have them draft a plan for the next four months. Meet with them regularly. Show your support. Hold them accountable.

Ahead of Plan

Most of us consider reps ahead of quota going into "extended Q4" a high-class problem. There are two potential pitfalls: the rep coasting for the rest of the year or getting complacent and potentially missing goal.

Tell the over-achieving rep exactly where they stand versus quota. Surprisingly, even superstars sometimes don't know their precise percentage over goal. Let's say their eight month total stands at $730,000 (107% of goal) versus their goal of $680,000.

Say, "I've been reviewing your sales forecast and pipeline. I think you could reach 115% for the year. What are your thoughts on that? What would motivate you to reach that number?" Remind them of any accelerators that will pay out for any sales they make over quota. Work together on a plan.

Don't Stop There

For each rep on staff, regardless of their performance to date, consider the following:

• Review the comp plan, pointing out earning potential at 100%, 105%, and beyond. Focus on upside earnings for reaching each of those targets. Three quarters of the way through the year, reps sometimes forget the details of the comp plan.

• Create an individually designed extended Q4 sales contest for each rep. Target specific strengths, accounts, and motivators. Enlist their participation in designing it. No contest should be exactly like another.

• Sponsor a morning, afternoon, or day of training. If the budget allows, bring someone in from the outside. Concentrate on a particular skill. Reps should role play and share best practices. ALL salespeople need booster training and a chance to revisit the basics. This shows the company commitment to the group and boosts morale.

Set Yourself up For Success

Allocate your coaching, as well as deal and sales forecast review time, so that the majority of it gets spent with reps capable of exceeding quota by a solid margin.

Share with your direct supervisor and / or upper management what you want to achieve. Be specific. Show up with charts, graphs and plans. Let them know you need to dedicate as much time as possible to meeting with reps, coaching, accompanying them on or monitoring calls. Any unnecessary activities detract from your goal of helping the group exceed quota.

That's your job, right?

Data Overload

A reader writes, "My company has detailed information on potential customers for our product. Before reps make a cold call, they know, among other things, which competitor the prospect uses and when it's coming up for renewal.

"Some of my salespeople, once they reach prospects live, immediately start telling them what they know about their account. Prospects often react negatively to this, causing frustration for the reps.

"During coaching sessions, I advise the reps to begin by talking with and asking questions of the customer, not bombarding them with facts. They ask, 'Then what's the point of all the information?' Or 'If I don't talk about it, I'll look like I don't know anything!' How do I get through to the salespeople?"

Your company invests in excellent competitive data. Now the reps need to understand when and how to use it correctly.

Human Nature

People do not like to be told. Instead, they like to be asked, then given, the chance to explain, clarify, and correct. Most want to make a point using their own words.

Reps beginning a sales call by reciting facts to an individual they have no relationship with override this basic human preference for communicating.

Accuracy

Data, no matter how reputable, becomes dated. Information may still be factual weeks or months later, or have changed within minutes.

A new CEO or executive starts working at a company and makes major changes. One organization merges with another. Some information could be self-reported and therefore inaccurate or misleading.

Salespeople should always assume at least a small percentage of inaccurate or incomplete information. Likely some type of change has recently taken place within any company they call on.

What is it for?

So why bother to collect information in the first place, if you don't want reps to use it?

Data confirms a company has most probably purchased a certain type of product. Your organization might compete directly against or complement that product. The rep now knows the prospect is most likely in your wheelhouse.

This gives salespeople confidence prior to making the call. But they should assume only two things:

• There's a possibility the prospect needs what your organization sells

• The prospect might be open to a conversation about it

Work it In

Telling the prospect, at the beginning of the conversation, "according to my records you purchased Competitor A in early April of 2017 and your contract expires in April of 2020," could come across as overly intense, arrogant or intrusive.

As the rep asks questions of the prospect and a conversation begins to take shape, it's OK for them to say something like, "I have some information that tells me that you use product XYZ? Is that correct? How did you select that provider?"

Approaching prospects this way enables a rep to establish rapport and demonstrate an interest, rather than aggressively diving in and bombarding them with facts.

Peer Coaching

Identify which reps on your team do the best job of using competitive data at the right point in a sales conversation. Record their calls, playing the best examples for the salespeople to hear at a staff meeting.

Ask these reps to have a chat and share some pointers with any salesperson struggling with using the information correctly.

We all have so many facts and figures at our disposal these days. Reps must learn how to use them to draw customers in, not push them away.

Mid-Stage Deal Reviews

A reader writes, "When reviewing the prospects on my reps' sales forecasts, I ask questions like, "Who is the decision maker?" or "Which providers are we competing against?" Often, they don't have that critical information. This always leaves me surprised and frustrated. I've coached them repeatedly on asking questions to gain that type of data. How do I handle this?

Good job in asking probing questions. My suggestions for improving the situation may surprise you, though: when this occurs, some of the blame rests with the sales leader.

Early Stage Deals

Many sales leaders maximize their involvement at the beginning and the end of a potential sale. When the rep first enters a prospect into the CRM pipeline, there's great excitement. The salesperson has likely worked hard to get a foothold into this company. The possibilities for the deal, at least initially, seem limitless.

With both of you motivated to discuss it, you probably ask a lot of questions initially. But you don't expect the rep to have all the answers - just yet.

End Stage Deals

As the prospective deal works its way through the rep's pipeline and onto the forecast, sales leaders become more involved again. At this point, they expect reps to have certain answers. When the rep can't provide critical information, they have to question the validity and percentage chance of the sale closing.

The Middle

Unless asked to accompany the rep on a call or participate in a phone conversation with the account, many well-meaning sales leaders leave the rep alone when potential sales reach the middle of the sales cycle.

Reasons for this vary including: lack of time, desire to avoid micro-managing, or assuming reps can handle the deal during the mid-stages.

Sometimes, though, they aren't sure how to coach the rep during this part of the sales cycle.

Rep Interaction

What questions should you ask of the reps when prospective sales are at this stage - the kinds that get the answers you need before this deal makes its way onto the forecast?

Take a look at all of the reps deals in the mid-way point of the pipeline. During your next one-on-one with the salesperson ask the following in a conversational tone:

• At this juncture, have you identified the decision maker?

• If this is a group decision, have you identified all the group members?

• Have you reached out to each one and introduced yourself?

• Can you identify your sponsor within the group?

• Which team members might be in favor of selecting another provider?

• How does their buying process work?

• What other vendors are being considered?

• What are the chances they stay with their current vendor?

• Do they have a selection date in mind?

• Have you talked budgets in some detail?

Reps may have the answers to some / all / or none of these questions.

If the majority remains unanswered, keep the deal at the current pipeline stage (or move it a step or two back). Coach the rep to start getting the information necessary to move the deal forward. Role play with them until they feel comfortable.

Sales Forecasts

For a deal to make it onto the sales forecast, reps should be able to answer 100% of these questions - and a few I'm not mentioning here because I don't know anything about your particular company's product or service.

Don't wait for a sales forecast review to find out a rep lacks this essential information. Spend more time with them during the middle stages of deal development. In this way, you avoid most unwelcome surprises at the month's or quarter's end.

How to Build on Successful Months

A reader writes, "The reps in the group I manage started off strong in January. With the exception of one salesperson, they exceeded their monthly quota. February looks to be as good or better. I've never seen the reps so pumped up. How do I keep the momentum going and the enthusiasm high?"

Congrats on such a strong start to the year.

Timing

January revenue numbers sometimes mislead. Reps occasionally hold orders from one year to the next to ensure starting off the year off strong. Sometimes reps just run out of runway of end-of-year deals. Other times reps experience a rush of business as companies have new budgets.

February usually brings a reality check. The New Year enthusiasm has abated a little bit. Reps begin more of the "day to day" grind of selling.

Monthly Reviews

In March, when meeting to discuss their February performance, you might typically say, "You sold $94,050 against a quota of $83,500 which put you at 112% of quota. Great work."

Of course, this conversation has to take place. Salespeople need to know how they did. But it speaks to the reps past performance. The books have been closed on February. You need to look forward.

Future-Based Discussions

With February complete, look at the averages for the two months. Say, "In January and February your total sales were $183,670 against your goal of $167,000 for those two months combined. You are 9%, almost 10% over quota for the two month period."

From there, move the discussion to March and beyond. Say, "If you sustain this rate of 109%, you'll bring in $1,092,180 against your quota of $1,002,000 for 2019."

The conversation now focuses on: potential, opportunity, the time ahead.

Needs

Tell the rep you want to see them attain this goal. Then ask:

• To what do you attribute your success to so far?

• What do you need to keep this going?

• How can I help you?

• Has anything been getting in your way?

• What could potentially slow your momentum down?

Pay close attention to their responses. Use this information to customize upcoming coaching sessions with reps.

Sales Incentives

When you asked what they needed to do to keep the momentum going, one rep might have said, "I have to increase my conversion rate from proposals to sales." Another could say, "I have to continue to prospect. I can't let down on that or I won't have as strong a finish to the year."

Based on what you've learned, create individualized, short-duration sales incentives for each salesperson. Keep the dollar amount between $100 and $250 based on your budget.

Stretch it Out

Yes, as a sales leader you'd be pleased if a rep achieved 109% of quota. But what if the she could do a bit better? Would 115% be possible? Why not?

Tell her a stretch goal for a quota of $1,002,000, would be $1,152,300 (115%). Then ask another round of questions:

• What do we need to do to make that happen?

• Which current clients could help make that number a reality?

• What new prospects could do business with us in 2019?

Move the reps away from thinking about 109% as the end all and be all, to considering 115% as an absolutely attainable goal. People do more of what they already do well.

Final Thoughts

Most of us start the New Year off with high hopes and better diets. As sales leaders, sometimes you have to let the year develop and take shape a little bit before knowing how to proceed. Take a cue from the reps. Let them guide you on how best to provide the needed guidance, support, coaching and motivation for the coming year.

Sales Leader Aims to Coach Reps More

A reader writes, "Every sales leadership podcast, webinar and audio book I've listened to stresses coaching as the primary job of a sales leader. Most of those speakers / authors recommend sales leaders spend 50% of their time on coaching. I probably spent 10 - 15% of my time doing so in 2018. In 2019, I have set a goal to reach that 50% mark. Any tips for increasing my chances of succeeding?"

Congratulations on realizing the importance of coaching and setting such an ambitious goal. Here are some suggestions:

Changing Work Habits

Many sales leaders devote the majority of their working hours to sitting in meetings, answering email, and reviewing sales reports. To substantially increase coaching time, you need to decrease time spent on other activities.

Ask yourself which activities fill up your calendar but add little value in terms of exceeding your sales revenue quota. Think about how you might eliminate or scale back on those time wasters.

Enlist Support

Schedule a meeting to talk to with your direct supervisor about coaching specifically. Find out where she stands on your desire to increase your coaching hours. Might she be willing to let you out of a meeting or two or jettison a few reports? Seek advice.

Whether or not she champions your idea, keep her apprised of your progress and "wins" such as increased productivity from you reps, including more conversations with decision makers, product demos, and closed sales.

Ease In

Going from 15% to 50% instantly might prove difficult, especially if you lack support in the beginning. Aim for a solid 25%, increasing the amount of time steadily each month.

You might avoid making a major announcement to the sales staff about this new increase in coaching time. This could cause unnecessary angst. Simply add hours gradually and with little fanfare.

If reps notice or ask, be candid. Let them know you're putting a greater emphasis on coaching this year.

Learn all You Can

Combine your desire to spend more time coaching with learning how to coach more effectively. Gaining confidence in your coaching abilities naturally leads to more time spent coaching.

Excellent reads include: Coaching Salespeople Into Sales Champions by Keith Rosen and Sales Coaching: Making the Great Leap from Sales Manager to Sales Coach by Linda Richardson. Through examples and worksheets, both books help to increase your skill and comfort level with providing feedback.

Make a Date

Whether dealing with a field or phone rep or speaking remotely or face-to-face, block out time on your calendar to work with each sales representative you manage. Start with half-hour blocks. Don't forget to make it fun.

Refuse to let anything but the direst of emergencies interfere with that time slot. Treat it as an unbreakable appointment.

It All Counts

A quick conversation with a rep about what she'd like to accomplish on her next phone call to a client. Texting a rep a few last minute suggestions before he makes a presentation to a prospect. Impromptu role-playing with a rep struggling with a client's objection. That's coaching too. Not every interaction has to involve a pre-scheduled session.

Brief, impactful conversations help reps as well - sometimes even more.

Focus

While you might want a rep to improve her closing skills, achieve more customer participation during product demos and listen more actively after asking discovery questions - you realize the greatest success as a coach when you address on one area at a time. Working on several at once confuses the rep.

Together, select one skill set to work on, set milestones and realize marked improvement before moving on to another skill.

Final Thoughts

Much of our work as sales leaders involves looking at past performance (monthly or quarterly revenue results / performance standards). Coaching looks to the future. We're investing in a rep and helping them improve their skills for the upcoming sales calls they'll be making. Everyone wins.

Best Practices for Interviewing Referred Candidates

A client asks, "I belong to a young executives association and have been paired with a mentor. My mentor has an extensive and impressive network. Several times she's introduced me to sales candidates when I've had an opening. Based on her recommendation I've hired them. One worked out while the others have been disasters. Recently, she passed along another name to me. I don't want to automatically hire this person exclusively on her say so. How do I handle this situation?"

You deal with it by implementing a hiring system.

The Candidate

Without engaging in due diligence beyond the recommendation, you put yourself and the candidate at risk. Just because your mentor thinks highly of them doesn't mean the candidate is the right match for your company.

Most likely, the candidate has accepted the sales role with the sincere intent of succeeding with your organization. A termination affects them from a career standpoint as well as financially and emotionally.

Do right by yourself, the company, and the applicant by being as certain as you can that they have a strong likelihood of success at your company.

The Successful Rep

Think about the one salesperson you've hired who's achieving quota. Why has this person worked out? What traits and skills does he/she possess? Which ones have proven to be critical to achieving quota at your company?

Have a conversation with them. What do they enjoy about the job? Do they see any room for improvement? What do they think it takes to succeed at your company?

Unsuccessful Reps

Now take a moment and contemplate the non-performers.

As a group, did the disastrous reps lack some / all of the crucial traits possessed by the successful rep? If so, which ones? Was there a common point at which you realized they wouldn't work out (3 months, 6 months)?

Would you be willing to have a conversation with one or two of them? Though potentially awkward, you might come away with some good information

Implement a Hiring System

Going forward, no matter how you come across a candidate (mentor, recruiter, network, job board or LinkedIn) put all of them through the same hiring process. This could include:

• Resume review

• Phone screen

• Pre-employment assessment

• Face-to-face interviews

• Current employee interviews

• Reference check

• Job offer

Put together a methodology with checks and balances enabling you to determine whether or not candidates have the ability to exceed quota in your organization.

Clear Expectations

The first 90 days in reps' tenures impacts their success or failure with an organization. Think about what they need to accomplish during those critical first critical months.

Set minimum standards for:

• Prospecting calls

• Product demonstrations

• Proposals

• Closed sales

With specific information like this, reps understand the results needed to succeed.

Support

Your mentor sounds like a generous person, someone really vested in your success. How nice. You don't want to cut yourself off from that. But you need to take control of the hiring process and expand your horizons in terms of meeting potential reps.

The next time she passes along a potential salesperson say, "Thank you so much for this recommendation. I really appreciate all you do on my behalf. If you like them, I will meet them. I've been working hard to put a hiring system in place with the first step being a phone interview, so I'll contact them and set up a time to talk. I'll tell you my hiring ideas when we have coffee in a few weeks."

In this way, you involve them in your new process. They may have some good suggestions.

Final Thoughts

By all means, accept recommendations from respected mentors, colleagues and friends. They can be golden. But have an objective hiring system in place to help you determine candidates' suitability for the open position.

Sales Rep Complains About Another Rep

A client asks, "Rep A came to me with a significant complaint about Rep B. Both salespeople achieve quota regularly. I have had no major issues with either one to date. When speaking to Rep B, do I keep the identity of Rep A confidential? Does Rep B have a right now know who lodged the complaint?"

When people reach their limit with a fellow employee they approach management. How you deal with this has implications around confidentiality, fairness, and trust.

Proper Response

Most employees reluctantly approach management about a peer. Likely they've put up with the problem for some time and given the matter serious thought.

Acknowledge their taking this difficult first step and thank them for discreetly bringing it to your attention. They could have caused trouble by trying to handle it themselves.

Get the Details

When meeting with them, ask questions such as:

• When did this first start happening?

• Can you provide me with at least two specific instances?

• What was the approximate date of these occurrences?

• Have you had any conversations with the rep about this?

If they back away from facts and dates, they may have come in to vent. Occasionally, employees just need to be heard. Offer to revisit the subject after they have more information. Even though you aren't taking action, be more aware of Rep B.

When reps speak straightforwardly about dates and offenses or come back with information you asked for, you know they're serious and should pursue the situation.

Investigate

Look into the matter to confirm the information. Validate Rep A's statements with your own research or observations of Rep B. Speak with peers and your direct supervisor. See if they can add anything.

Not Seeing It

If you find little basis for Rep A's complaint, tell them so. At the same time, acknowledge you heard them and understand they're upset.

Assure the salesperson that you will pay closer attention going forward. Encourage them to approach you right away if the issue arises again.

Seeing It

When little doubt exists, assemble the facts, and have a talk with Rep B. Rather than saying, "Rep A came to me with this issue," say, "I've been observing the following..."

If they ask if anyone came to you about the matter, repeat that it's something you've been observing. Don't waver.

Hear Their Side

Rep B may have a plausible explanation or a side to the story you hadn't considered. Thank them for their candor. Promise to look into it and get back to them.

It might be a sales department policies and procedures issue, where your direct supervisor and / or HR need to be included.

Resolving the Complaint

In the case where you agree with Rep A and feel Rep B has culpability, say so directly. Have facts to back yourself up.

Set the ground rules for solving the conflict. Depending on the severity of the issue, either write Rep B up formally or resolve the situation another way. Take careful notes. Involve HR and your direct supervisor.

Schedule two follow-up conversations, at least week apart, with Rep B right then and there to keep tabs on the situation. Be observant of their behavior in between those meetings.

Confidentiality

Rep A will wonder what's being done about the situation. But details of conversations with Rep B cannot be shared.

Say, "Thanks for bringing this to my attention. I've taken action. I'm not at liberty to discuss what I did because I don't discuss personnel matters about one employee with another. If the situation were reversed, I wouldn't discuss you with another employee."

Most people understand this right away.

Following-up

Circle back in a few weeks and ask Rep A, "How are things going? Have you seen any changes?"

If they say yes, say, "Great." If they say no, tell them you'll take it under advisement.

Final Thoughts

Periodic conflicts of varying severity between co-workers happen. Direct reports carefully watch how you deal with these situations. Acting in an open-minded and discreet manner enhances your authority and credibility.

Updating a Compensation Plan

A reader writes, "I inherited the current sales compensation plan from my predecessor. With a lot going on, I made the decision to live with it for one year. Now I'd like to make some changes. What time of year is best to get started on a project like this? What constitutes a good comp plan?"

Your question is well timed - October being the month when many businesses start revamping or making changes to their sales compensation plans.

To answer your question, I spoke with Robert Blohm, Senior Vice President Sales and Alliances with OpenSymmetry, a consulting company that specializes in the planning, implementation, and management of SPM (Sales Performance Management) solutions.

What constitutes a good comp plan?

Rob: "A good sales compensation plan includes some basic tenets... it aligns with the overall sales strategy, and the job / role it is supporting. It is easy to understand. While there are many layers to each of these tenets, they are good reference points when evaluating your plan or creating a new one."

How often should comp plans be revisited?

Rob: "Sales compensation plans should be assessed for their effectiveness and overall alignment with the jobs and sales strategy on an annual basis. The basic structure of a sales plan designs usually has a shelf life of 3 to 4 years. But some key parameters will likely need adjustment each year, things like an acceleration rate or the weight distribution between incentive components. While you may not need to build new plans every year, companies need to continually assess and ensure the plans align with the company's goals."

When should companies start working on their comp plan?

Rob: "A normal timeline for assessing, developing and testing new sales compensation plans is largely going to be determined by the size of the organization, number of roles, complexity of the plans, and degree of change required. That said, a normal timeline for a smaller company may be 4 to 6 weeks to get through these steps while a larger more complex organization would need 3 to 4 months.

"Work out a project plan that allows for assessment, development, testing, and preparation of communication materials to determine when the project should start. Keep in mind that this timeline does not account for implementation of the new plan in your current administration process / technology."

What's the best time to announce the new comp plan?

Rob: "Best practices for communicating sales compensation plans to the sales force would be soon after the close of the prior sales year. By waiting until you have closed the prior year you keep reps from delaying deals to the new year (if they think they can make more by doing so), and it keeps the sales team focused on closing out the year, holding the distraction and excitement of next year's plan details until the start of that plan year."

How does a company assess whether or not their comp plan is working?

Rob: "There are a number of factors that could be considered when looking at the health of a sales plan. We will most often look at the plans through two dimensions:

Qualitative: this is an opportunity to evaluate the plans as they are written to find out how well they align with the goals and expectations the company has of the jobs they are assigned. Through executive management, payee interviews and focus groups you can gauge how well the plans are aligning with the company's sales strategy.

Quantitative: this would be a deep dive into the pay and performance data to find out how well the plans are driving sales and delivering on the original business expectations. Looking at performance distributions, performance analysis and other metrics, you can start analyzing the data in a way that will show where the gaps in the current plans may lie."

What mistakes do companies typically make?

Rob: "One of the more common mistakes associated with sales compensation plans relates to over-complicating them. Studies have shown that three metrics is the optimal number (this is a general finding). When we come across what we affectionately call the "kitchen sink plan" where they have 7 or 8 metrics... this creates a situation where the rep will most often just focus on the one or two metrics where they think they can make the most money."

Any additional thoughts?

Rob: "I would strongly recommend anyone who is interested in learning about sales compensation best practices look into the wealth of information provided by consultants and / or bring a consultant in to discuss your situation. Many consultants will happily provide an hour or two of their time to discuss your situation and provide some basic feedback. It is a great way to test the waters to find out if there is value in getting outside help or if you can manage on your own."

There are a number of books that focus on sales compensation plan design.

• "Compensating the Sales Force: A Practical Guide to Designing Winning Sales Reward Programs" by David J. Cichelli

• "What Your CEO Needs to Know About Sales Compensation: Connecting the Corner Office to the Front Line" by Mark Donnolo

Rob, thanks so much for taking the time to speak with me and offer your invaluable advice on putting together a compensation plan.

Spotting a Future Sales Manager

As company president, I've managed the sales force for many years. Revenue has increased to the point where I feel comfortable creating a sales management position. My CEO group has cautioned me not to promote the sales superstar into that role. I agree. She would not like managing people. I'd like to hire internally. What signs should I look for? How do I identify the best candidate?

Good forethought and judgment on your part for avoiding the obvious - promoting your top salesperson. It rarely works. Consider these points when spotting a potential leader.

"B" Player

Perhaps surprisingly to readers, strong sales managers usually come from the "B" or "B+" ranks of salespeople, not the "A" ranks. These "B" players have solid sales skills and surpass quota regularly, but they are not the team superstar. They usually have had to work harder to build their skills.

Know this as a starting point. It guides your ultimate decision.

Assessments

Once you've identified the top internal candidates, talk to them about their interest level. Ask those showing interest to take a sales leadership assessment. If they score poorly for management aptitude, believe the results and move forward with other reps.

Next, consider these factors.

New Hire Orientation

When you on-board new salespeople, which rep(s) do you rely on to help train them? Which one(s) do the best job of:

• conveying product knowledge: value proposition, link to customer's business issues, competitive differentiators, benefits, etc.

• representing the company in a positive light

• explaining company policies and procedures

If reps enjoy participating in training a new hire, that's a positive sign.

Aiming to Master

Who among those you're considering has spoken to peers, listened to podcasts, attended webinars, read books and downloaded whitepapers to become competent or stronger in one or more areas of sales?

Being observant about ones own weaknesses makes a manager better at understanding those of others.

Ideally, sales leaders spend over 50% of their time coaching. If every aspect of sales hasn't come easily to them, they have the ability to relate to and work with salespeople experiencing difficulties and / or trying to take their performance to the next level.

Showing Interest

Before this opportunity presented itself, have any of the reps ever asked you about:

• managing salespeople and employees in other departments

• books you've read on the subject

• likes and dislikes of the job

Those interested in someday managing others, express a curiosity about the day-to-day responsibilities.

Maturity

When dealing with difficult clients, intra-company disagreements, or tough to close deals, do these reps seek out your assistance? At least consider what you have to say? How often do they take your advice? If they disagree with you, do they do so in a professional manner?

Will they be willing to accept that a rep might out-earn them due to the larger commission potential of most rep vs. manager compensation plan? This happens in high performing organizations.

Managing others takes a lot of emotional maturity. Do they exhibit this as reps?

Organization

Does the rep(s) have a repeatable, systematic approach to the job of being a salesperson? Do they schedule time for prospecting, keep their pipeline full and turn their forecasts in on time?

Success in the sales management position involves having a system. They must hold reps accountable when they don't reach targets and make deadlines. This proves difficult for reps who cannot do it for themselves.

Role Model

Which reps in the group tend to be the most professional representatives of the company? Who walks the line between doing right by their customers while at the same time upholding company pricing and policies? Will their former colleagues respect them as a manager after the promotion?

This counts, because salespeople work for the customer while sales leaders work for the company. Who would be able to make that transition and who would not?

Suggestions for Success

The average tenure of a sales leader now stands at about 18 months. Before they spend one minute in their new role do the following:

• Sign them up for formal sales management training. This helps them learn how to structure the job.

• Hire a sales management coach for at least one to two business quarters. The coach helps them maximize their strengths and address their weaknesses.

Taking into consideration some of the points I've made and questions I've raised, as well as acting on the suggestions for success, increase the likelihood of your newly appointed sales leader thriving in the role.

How to Build a Network of Future Sales Hires

A reader writes, "I've been reading that sales leaders should continuously recruit, whether they have an opening or not. Books and articles suggest regularly speaking with salespeople in other industries and companies. This way, when you need to hire a salesperson, you have a list of potential candidates. I want to start doing this, but it makes me uncomfortable. I don't know where to start."

I'm so glad you're considering this. From experience, I know two things. It takes a solid year to develop a decent list of candidates, and the first few attempts to reach out to reps feel the most awkward.

Get Organized

Make two lists. For the first one, think of salespeople you've met or heard about with solid reputations in their industry.

For the second jot down any event you regularly attend where you might meet salespeople: trade shows, networking events, seminars, professional organization meetings, socially, or friends of friends via LinkedIn.

Overcome the Hesitancy

Many sales leaders overcome their initial nervousness by approaching this like a project, attaching goals, timelines and outcomes.

A sales leader might say, "Every month, I'll reach out to two reps I chat with at conferences and send an introductory email to two reps I've heard about but never met. I'll set a monthly goal of two in-person meetings the first month, three the next, and four per month going forward. In three months, my recruiting list should have 1 - 3 reps on it.

Approach

When meeting a rep at a conference or networking event, say something like, "I always enjoy chatting with you at this monthly meeting. Last month, your comment on the state of the industry was interesting. Do you have some free time (between presentations) or (in the next few weeks) to get coffee? I'd like to learn more about your sales career and goals."

When reaching out by email you could write, "Dan Jones, a former co-worker of mine at Company J, met you at the Sales 2.0 Conference. He shared your comments about a presentation you both attended - and I agreed with you. I've heard great things about your career at Company J. Would you be free to get coffee in the next few weeks? I'd like to learn more about your sales career and goals."

Whether face-to-face or via email, personalize your message as much as possible.

No Hidden Agendas

If you've told a rep you'd like to meet and get to know them better, stick with that plan. Ask questions like, "Have you always been in sales?" or "Did you handle this (geographic area) for Company XX?" Where appropriate, learn a little about them personally.

Even when you have an open position, never show up for coffee, ask a few questions, and then pitch them on the job. This approach looks unprofessional and disingenuous. Reps may find you untrustworthy.

Their Interest

If salespeople let you know they're job hunting, and you have an opening, by all means tell them about it. However, avoid the temptation to delve into an in-depth discussion about the position right there on the spot. You didn't show up prepared to conduct an interview, nor should you.

Express enthusiasm. Ask them to email you their resume. Tell them you'll look it over and get right back to them. After that, they should go through the company's interview process just as any other applicant would.

Timing

If at all possible, start this process when you do not have an open position in sales. It helps keep you focused on genuinely reaching out and getting to know other sales professionals.

Regularly Reaching Out

Most sales leaders struggle with consistency. One month they meet with a few reps, the next few months they don't. To make it a habit, block out the time in your calendar and keep the date with yourself.

In six months time, two things will happen. You'll have started to build up a pipeline of potential candidates and you won't feel as panicked when a rep resigns. You have a list of talented salespeople to contact - and one may be just the right fit for your organization.

Sales Contests Motivate Reps and Facilitate Coaching

A client writes, "Last quarter I sponsored a sales contest: any rep reinstating a dormant account (hadn't done business with our company for at least one year) would receive a gift certificate to their favorite restaurant. The first rep to do so would win the largest gift certificate. One of the salespeople, always a mid-level producer, reinstated the first account.

"I call all new customers personally to welcome them to our organization. I contacted this customer to welcome them back - but my real motive was verification. I couldn't believe this guy won the contest. He's never won any contest I've ever sponsored.

"Since winning, he's been a changed person, more energized and positive. He's shown the gift certificate to almost everyone in the company. After taking his girlfriend out to dinner, he told the entire sales staff about the meal, from cocktails to dessert.

"Is this just a fluke? How do I keep this going?"

Ah, the power of a sales contest. Stories like yours (not uncommon) are one of the reasons I always encourage sales leaders to have one running as often as possible. Let's see how you can capitalize on his recent success.

First Things First

Before his positive energy wears off, have a chat with him. Say, "Tell me about reinstating this account. How did you approach them? What did they say? What do you think made them decide to buy from us again?"

Encourage him to go into the details. Learn about his thought process. Look for trends. When he talks about his experience with this former customer, what gets him most excited?

Building on the Success

As sales leaders we sometimes overlook the average salesperson. After we've managed them for a period of time, we assume there's little we can do to help them move to the next level.

But a middling producer still gets the job done to a degree. He has some skills. Based on your experience with and observations of this rep, where do his strengths lie? What does he do particularly well?

Take advantage of his victory and schedule some coaching time with him. Begin the first session by telling him where you think he excels. He may or may not know. Using his strengths as the basis, gradually move on to addressing the areas where he needs to improve. On a sales high, he'll be much more receptive to anything you have to say.

Prepare to be Pleasantly Surprised

A company I worked for sponsored a summer sales contest. If you were on track to make your monthly quota, on Friday afternoons you received a free pizza lunch. It was quite the popular contest.

One of the reps I managed (a chronic under producer) stayed on quota all month (for once) and was the first one in the conference room on Fridays for pizza. I couldn't believe it. Neither could the VP of Sales.

After the contest was over I had a chat with him. I said, "You stayed on quota all month for some pizza, salad and soda. We're talking about, maybe, $30 worth of food in total. If you made quota on a regular basis, you could earn thousands more in commission. Let's talk about that."

That made a big impression on him. We began to discuss bringing the same energy and focus he showed for a pizza lunch to his regular work habits. His sales slowly began to improve.

Run the Numbers

Think about how much more your rep could earn if he went after every sale like he did with this dormant account. When you have the approximate amount, show it to him. Encourage him to build on his success. Remind him of the contest when he seems to be slipping back into his old ways. And sponsor another contest soon! They can be an inexpensive way to boost performance.

Summer Reading - Sales Management Books

Of all the books published about selling, only a few focus on the management and leadership of salespeople. Luckily, I am able to recommend several recent, well-written ones on the subject.

Take the time to read one or two this summer. Implement at least a few of the good ideas you learn from these authors. You'll be glad you did during the hectic and stressful days of Q4.

Sales Management Simplified

Mike Weinberg
AMACOM: Hardcover, Kindle, Audiobook, MP3CD

This book finds its way onto many of the Must Reads or Top Books for Sales Leaders lists - and rightfully so. Mike Weinberg bases the book around a simple question: With all the technology available to sales leaders and salespeople, why do so many sales staffs miss quota?

Revisiting the beginnings of his own career, he also wonders why sales leaders spend so little time traveling with and coaching their reps, while spending so much time chained to their computer and attending meetings that are not focused on selling.

Two favorite chapters are:

• You Can't Effectively Run a Sales Team when You're Buried in Crap

• Playing CRM Desk Jockey Does Not Equate to Sales Leadership

Weinberg holds modern sales leaders (and their bosses) accountable while providing candid and actionable advice they can put into action right away.

Sales Management for Dummies

Butch Bellah
John Wiley & Sons, Inc.: Softcover, Kindle

An experienced salesperson and sales leader, Butch Bellah authors a book full of real world, realistic suggestions for succeeding in the difficult role of sales manager. The book stands out because he devotes entire chapters to neglected topics such as:

• Establishing Good Working Relationships across Departments

• Defining Your Sales Process and Training Your Team, and Creating and Running an Effective Sales Meeting

• Inspiring Your Superstars: Managing Your Best Salespeople (a favorite)

He understands that sales leaders get pulled in all different directions. In a conversational, non-judgmental tone, Bellah offers excellent advice for spending all the time you can with these invaluable top producers.

What Your CEO Needs to Know About Sales Compensation

Mark Donollo
AMACOM: Hardcover, Paperback, Kindle

Sometimes it's helpful to read about a niche area in sales. Mark Donollo's book focuses on the biggest motivator and driver of revenue - the compensation plan.

Most people enter the sales profession to earn more money. Companies frequently don't get this, investing heavily in CRM systems and sales skills training while hastily throwing together a compensation plan or making a few changes to an existing one.

Along with reviewing the essentials of an effective compensation plan, Donollo emphasizes aligning corporate strategy with the compensation goals - an afterthought for many organizations. Like Butch Bellah, he includes three chapters on subjects often cursorily mentioned in other sales books:

• Differentiating Top Performers,

• Compensating the Sales Manager

• Sales Managers Aren't Big Sales People (another favorite)

Read this book, and then revisit the compensation plan.

Sales Management Survival Guide

David Brock
Partners in EXCELLENCE: Paperback, Kindle

Get your highlighter and page markers ready. This book never pretends to be anything other than what it is: a step-by-step guide, chock full of useful, tactical advice for front-line sales managers.

How much of your time should be spent coaching? Answer: 50%. What percentage of your reps should you coach? Answer: 100%. Need to terminate a salesperson for non-performance: read the comprehensive checklist of what to do in advance of meeting with the rep. Social media: it's where many of your customers hang out, so learn how to work with it.

Using brutally honest examples of mistakes he's made in his own career as well as things he's done the right way, you always feel he very much wants you to succeed in a tough job.

The Sales Leader's Problem Solver

Suzanne M. Paling
Career Press: Paperback, Kindle, Audiobook, MP3CD

OK, this is my book.

You know that friend you always look forward to having coffee with? The one who listens without interrupting, then offers solid, no-nonsense advice for dealing with a problem you've been struggling with for a while? They put things into perspective and you don't feel so alone.

Think of The Sales Leader's Problem Solver as that friend. Whether you're wondering what your remote reps are really up to or how much time salespeople should spend on social media before contacting a prospect, the author reviews the problem from different perspectives then walks you step-by-step through real-world solutions.

Read the entire book or just the chapters that pertain to your situation. Make a promise to start dealing with whatever challenge keeps you from being as productive a sales leader as possible.