Recognizing you have a problem is the first step to fix it. The sales problem you may have is your sales team not making its sales goals. Start with examining these areas to fix your sales problem.
A sales problem starts when you haven’t provided a sales process.
I just heard about a salesperson who is finally selling. Why? Management just observed that she didn’t know how to sell. What took management so long? They didn’t realize it was their job to show their salespeople how they should be selling.
You would never send someone to work on an assembly line and tell them to put the objects together any way they want. Why would you tell someone to simply go sell? That makes no sense. Yet, that’s how too may sales organizations operate. I’ve heard over the years sales managers who say, “We only hire people who can sell.” Let me be the first to tell you. Your process may be different. It’s management’s job to provide the sales process. You might find your sales team isn’t selling until you provide the process.
Sales problems continue if you aren’t giving the right or any feedback
It’s a sales manager’s job to get rid of obstacles in a salesperson’s way. That means you have to know what is working and what’s not working for your sales team. Your job is to stop what’s not working and help to improve what’s working. You can simply ask your sales team what’s not working for them. They can help guide you on what help you could provide.
Recognizing performance motivates your sales team. What kind of feedback are you giving members of your sales team? Is it infrequent or only when you’re responsible for a performance review? You need to know more closely what is working so you can recognize that performance. Giving compliments to your sales team is important as it shows you know what’s happening and it reinforces that behavior.
Problems will continue when the person is unsuited for sales.
Start with an evaluation of their attitude. Compare their attitude from when they first started to where they are now. Were they enthusiastic in the beginning and are no longer? Did they start by looking to learn and that’s no longer the case? Did they choose to fit in well with your sales team? A change in attitude shows me they aren’t selling and unless there’s an intervention, they’re not going to make it in sales.
I have a rule. Too many red flags and the person isn’t made for sales. Here is Rule #1. I should have to tell someone something only once. Giving feedback would be an example. Salespeople have to be good listeners. If I’m having to tell them something twice then either they’re not listening, they’re disorganized or they’re choosing to ignore me. All reasons are sales problems.
Here’s my observation of people who are unsuited for sales. Their first day is their best day and it’s downhill from there. Most importantly their first day wasn’t very good. They will not improve if their performance is unacceptable the first day of work. Someone suited for sales is different. They show enthusiasm. They are looking to learn. They’re team players. These observations are all evident from the beginning.
Either they aren’t implementing your sale process (see item1 since you supplied it, right?) or they aren’t incorporating your feedback (see item 2 which you’re giving, right?) if a salesperson isn’t selling. Either way, this means they aren’t made for sales. You have a difficult decision to make. The best solution is to find another job for the unsuitable person or cut them loose.
Managing salespeople is a very important part of successful selling. Just be sure you’re doing all you can to avoid creating more sales problems for you to solve.