Sales Down? It May Not Be Your Salespeople

I often meet with companies that tell me, “Sales aren’t what we want them to be so we want you to train our reps.” While training sales reps is a large part of what I do, I often find that the biggest problem lies somewhere else…with the sales manager.

Part of the problem lies in how we create sales managers.
Typically a sales manager used to be a top producing rep. You’ve paid them all you can pay them, commissioned them through the roof, they’ve won every award, received every accolade and there’s nothing left to do but promote them. The rep is happy because it sounds like a move up but once they sit down behind their new desk they quickly realize that selling and sales management are two very different animals. Most companies invest little, or nothing, in the development of their sales management. BIG mistake.

The “line manager” (the person the reps report to directly on a day-to-day basis) is the lynchpin of your organization.
They’re responsible for the daily supervision of your sales team and for making sure the quotas are met. (And exceeded!) Their workload is great, their day is full. But are they being productive? When sales are down the first place I suggest you look is to the sales manager. Ask yourself, and them, these questions:

1) Are sales meetings regular and productive?
Most sales managers don’t know how to run a sales meeting. Meetings need to start on time, have a specific agenda, include training, end on time and be focused. Ask your reps if they would attend the weekly sales meeting if it was optional. If they wouldn’t, you’ve got a problem.

2) Are pipeline meetings regular and productive?
Few managers run a pipeline meeting well. Pipeline meetings need to focus on whether or not the reps have enough in their pipeline to support their goals, accurate forecasts and strategies to move sales forward to Closed. Do reps leave these meetings armed with advice that will help them be more strategic and close more business? If not, you’ve got a problem.

3) Does the manager do regular field coaching? (or office coaching for inside sales reps)
Managers tend to do as little of this as possible. It’s frustrating to watch reps struggle, knowing you could do a better job but little can help a rep to improve their performance better than a field coaching session. Managers should watch reps sell (and critique their performance afterward) as well as having reps observe them while they sell. Manager not getting into the field enough to coach reps? You’ve got a problem.

4) Does the manager interview new reps regularly (even when there’s not an opening) and know how to conduct a sales interview?
Interviewing salespeople is an art. Salespeople typically do well on interviews because they’re “selling” their favorite product…themselves. Managers tend to ask stupid questions and end up basing a hire on whether or not they like the person as a person. I don’t care whether a potential sales rep is likeable (other than to the extent that sales reps need prospects to like them)...I care that they’re going to be productive. I often consult with managers on how to interview and actually sit in on the interviews. If your sales manager isn’t asking situational questions and clearly explaining the responsibilities of the job, as well as “selling the job” to the rep, you’ve got a problem.

5) Does the manager lead by example?
Sales reps watch everything their manager says and does. Is your sales manager a complainer? Does she turn in paperwork late? Does he moan about the economy? (The company? Other managers? Etc.) Does she arrive late and leave early? Sales people take their cues from their sales manager. If your sales manager isn’t a true leader, you’ve got a problem.

Fixing your sales management isn’t the answer to every sales problem but it’s almost always the first place I look in an underperforming organization. If you can’t get your sales management running on all cylinders it almost doesn’t matter what you do with your sales reps. There are lots of programs that can help sales managers become better at their jobs. An investment in your sales managers is likely to pay off with a large R.O.I.

Take Out the (Head) Trash

Often, as a sales consultant, I’m brought in to help companies that have a sales “problem.” When I meet with the salespeople and encourage them to open up and let me know what’s in the way of them making more money, I find that in many cases they need to take out the trash. The head trash. You, like me, may have heard many times that you’re your own worst enemy. When it comes to selling, that’s often the case. Take a quick look at a few of the possibilities below and if any of them seem too familiar, perhaps you need to take out the trash!

1)The leads stink

I’ve never worked with a company where the leads were great. You can blame the marketing department if you want but it doesn’t matter where the blame lies…if the leads stink, the leads stink. You can bitch about the “Patel leads” (It’s a line from the movie ‘Glengarry Glen Ross,’ not meant as an ethnic slur) all you want but if you depend on leads to get you in front of prospects, and the leads stink, go out and develop some good leads on your own. Don’t depend on your company to supply you with them. No one cares about your paycheck as much as you do.

2)My computer (phone, CRM, etc.) is old technology

Company gave you some technology that’s more than 90 days old? Wahhhhh. Yes, it’s wonderful to have bleeding edge tools to use but if your company hasn’t upgraded in a couple of years you can whine and complain or you can go out and do your job anyway. Technology is there to assist you, not close the business for you. Do more work from home where your Internet connection might be faster and your equipment more up-to-date.

3)My company doesn’t give me the training I need

As a trainer this one breaks my heart (Hey, I’ve got bills to pay too!) but if you’re company isn’t investing in your development, maybe you should invest in yourself. There are books to read, public seminars to attend, private coaches you can hire and much more. The typical salesperson invest exactly zero in their professional development each year. Don’t be typical.

4)The economy is horrible

It isn’t where we want it but it also isn’t where it was last year at this time. Even if it was, what’s the difference? Customers are out there waiting for you. You may have to sift through more of them to find prospects that can afford what you’re selling but they’re out there. There’s not a load of low-hanging fruit but for the salesperson that prospects consistently and understands how to sell, there are still people ready to buy. From you. Now. Go out and make something happen. Or complain. Both are okay by me but it’s easy to figure out which one is going to help you pay your rent his month. I’m not saying there aren’t obstacles to selling…there are. I’m not saying all the obstacles are in your head. They’re not. But some of them are. Take out the head trash and see if it makes a difference in your paycheck. (It will!)