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Salefish, LLC | Framingham, MA & Hawaii

Bill Bartlett

Greater and greater digitization of the sales process was always going to happen; the global pandemic simply hastened its arrival.

Many salespeople focus on behavior that is comfortable … and shun behavior that creates discomfort, even though it may drive higher performance.

 

Here’s a big question for sales leaders: How do you transfer the level of success that one team in your organization is delivering…so that everyone else on the sales side can find a way to deliver at the same level?

 

Sales leaders often tell us that they want salespeople to take a more proactive role. Fortunately, there is a simple fix for turning this dynamic around.

Sales leaders: If you could only track one performance metric to evaluate the performance of a member of your sales team, which one would you choose?

 

There are two critical criteria you will want to look for in identifying top-tier salespeople: Self-awareness and drive.

One of the things I talk about often with sales leaders who are eager to maximize their team’s performance is the principle of reinforcement. All too often, we think of training for salespeople as a one-and-done initiative, as something we can check off a list once the "training" event is over and consider finished. Actually, the training we have invested in is next to worthless if it is not reinforced over time, incorporated as a personal priority, and made an ongoing topic for discussion within a personalized sales coaching plan. Reinforcement is thus one of the neglected secrets of effective sales leadership.

To answer the common question, “Why should I invest more time in coaching my sales team?” we must first define what we mean by “coaching.”

 

There is no one-size-fits-all model for developing salespeople! Every member of the sales team has an individual “success code” imbedded in them, and the effective manager must dial into it in order to unlock their true potential. Once selling skills and sales process have been taught and behavior expectations are established, the manager’s focus must be on raising the performance bar with an effective sales coaching methodology.

I am a "serial goal setter"! I have used goals all my life to chart my path and measure my progress. Perhaps it's my need to be in control that has driven me to do this or my desire to anticipate what may be looming over the next horizon. Be that as it may, I do know that far too many sales people allow others to chart their course.