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R SalesBlog™ features blogs from David DiStefano, Richardson CEO, Richardson Founder Linda Richardson and other Richardson executives. This blog is an interactive forum that will allow you to interact, share ideas, and learn best practices of sales training and sales performance improvement. Learn more about Richardson at www.richardson.com
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4 comments:
I rely on the CRM system to manage process so that I can spend more time on analytics which help me to determine where coaching is needed, what accounts and opportunities require my peer level participation, which reps need training and which ones need to be moved out of the organization.
Sales Managers are increasingly responsible for driving individual deals and coaching their sales teams. In order to be successful at both they will need to find more time to focus on their core competencies and less time on administrative tasks. Outsourcing low value activities like scheduling appointments and expense reporting and leveraging available technology ptaforms will be critical to sustaining a competitive advantage.
Interesting topic. I won't post as a manager, but of one who is supervised by such a manager, who went from a small group to over 30 sales professionals in 20 different markets.
Our sales "coaching" has turned into a catch-all inquisition, where the entire group is "coached" about sales goals. This includes the ones who are succeeding. Monitoring of activities for the entire group has increased four fold.
In my opinion, it is better to coach directly those individuals who need it, and support the successful sales people to the extent possible, but not sink the who ship.
I see lots written about sales training, but little written about bad or just "wrong" sales training! I have spent 30 years in an industry that rountinely takes individuals who will work hard, want to succeed, love the product, and sell a product that Americans love. As a rule they produce early (prior to being "trained"), but then fail miserably. Why? They are recipients of the some of the world's worst (just ask any consumer of this product!)sales training. The industry "experts" deliver it, management delivers it (not maliciously, they just don't know any other way)and the result is ridiculously low productivity and massive turnover (50 to 70 percent depending on what you choose to believe). Bad training is worse than no training. Sales techniques that were effective in the 50's and 60's are laughable today - which is why these sales people are laughed at and ridiculed by the media and the public at large. The industry? Retail automotive sales. Sales training is important, selling is skill based, not trait based. But too many are "trained" to fail. It is a travesty. Please, help your readers differentiate true modern selling skills from the tactics and strategies that do nothing but usher them out the door feeling themselves failures. It's not always the sales consultants fault, too often it's management's and the training they choose to provide. There, I feel better!! Have a great day...
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