Be Brief, Be Brilliant, Be Gone: A Lesson In Sales Cold Call Training

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The busier the prospect, the better the prospect they are. I’ve spent most of my career owning business-to-business call centers and teaching people the tricks of the cold-calling trade. And we find this to be true across the board.

If you’re finding the right prospects, they won’t have much time to talk to you. It’s not that they hate cold calls — they just don’t have time to waste. So you need to be brief, be brilliant, and then be gone.

Know Your Purpose Before You Call

Before you call, identify your short-term goal. What’s your call to action? How can you get them to take the next step? Usually, the goal is to get a follow-up call or schedule a meeting. Whatever it is, make it easy.

Unless you’re just lucky, you won’t get a demo or make a sale on the first call. So, aim for a simple next step. This is the 3-part process I use to train salespeople for cold calls with busy prospects. Use it to give the client the information they need, get their attention, and then get out of their way.

A Simple 3-Step Process for Successful Cold Calls

1. Be Brief

People only care about what it is, why they need it, and how much it costs. That’s all they want to know, so don’t waste their time with extra info at this point. Tell them what you do, why it matters, and then schedule the next meeting.

Your call may sound like this:

“Hey, I have a way for outside salespeople to never have to do reports again. You won’t be chasing down leads and you will never have to wonder what happened to a dropped prospect.

We did this for a company with 1,000 sales reps. Now, none of their 70 sales managers have had to call their team for a report since. Plus, now they can figure out if new salespeople are going to work out within days instead of weeks.

Love to talk to you about it Thursday at 10. What does your calendar look like?”

2. Be Brilliant

You’ve also got to get their attention. How is your product relevant and personalized to their needs? We know that sales managers have trouble getting their team to submit reports. We know that people lose prospects and never know what happened to the deal. That’s what we help fix — so we use it as a hook.

Look at the difference. A traditional cold call might sound like this:

“Hi, my name is Clayton Geiser. I’m with CallProof, and we’re a company that helps salespeople implement a new type of CRM. If I could show you how this works, it’d change the way you do business. Our CRM capitalizes on the use of mobile devices to track and contact your clients. May I speak with the person responsible for making decisions regarding your CRM software?”

A brief and brilliant cold call might sound like this:

“Hey, I’m Clayton Geiser with CallProof. You can look us up – it’s worth a Google. We have a way to make sure that your salespeople turn in reports on time so you can do your job and build a business. Love to talk to you about that. I know I just called you, but what does your calendar look like next Thursday?”

See the difference? You’d hang up on the first guy, but you’d take a call like the second. Why? It’s novel and relevant — in other words, brilliant!

3. Be Gone

Once the prospect agrees, say, “Great! I’ll shoot you an email to confirm the time, and I’ll talk to you on Thursday. If you have a pen handy, I’m going to give you my number just so you have it.” Even if they don’t write it down, it makes the interaction more tangible.

Then get off the phone. Remember, these people are busy, so they don’t want to deal with someone who wastes their time. By ending the call this way, they know it’s over. Plus, they assume you’ll respect their time in the future.

Related: Cold-Calling Anxiety? These 6 Tips Will Help You Overcome Your Fear

People have been telling me that cold calling is dead since the 90’s. Sure, it’s been overused in the past, but it’s still a tool that has to be in your arsenal. Good cold calling works, plain and simple. You just need to implement these three powerful steps.

Avoid These 4 Costly Mistakes When Hiring a Sales Team

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It’s tough to find a good salesperson — especially if you’re selling commodities. And when you’re hiring sales teams, building an entire group of great salespeople seems impossible.

After all, it takes more than good commissions to make a top seller. You can’t just up someone’s pay in hopes they’ll transform into an awesome salesperson. So who are those rare jewels… and how can they start working for you?

Where to Find the Best Salespeople

When it’s time to hire sales associates, where do you start looking? In reality, the best salespeople are already employed. The best way to find a new salesperson is through referrals. Then you have to recruit them, deal with turnover, and try to keep them around.

Those better-than-average salespeople have two qualities.

1. They love to sell. They can’t get enough of the high after they close a deal, so they’re always looking for the next deal to chase. Plenty of people are good salespeople — they are the people that like to close and like chasing a sale. But the great ones love it.

2. They need to sell. The payout needs to be high enough to warrant the work that goes into closing a deal. If someone’s making enough money to be content without closing new deals, they probably won’t.

Top salespeople love and need to sell. Sales is different from account management. Great account managers are more common, but someone who can go into a business, figure out what they need, and follow through with a sale is a gem.

4 Big Mistakes in Your Sales Recruitment Strategy

Great salespeople may be rare, but they’re out there. When it’s time to hire your next salesperson, avoid these mistakes that could keep you from finding (or keeping) a top performer:

1. Hiring Too Quickly

Sometimes we’re so desperate for another salesperson, we rush the process. Instead, take time to find out more about a candidate and how they operate. Ask them about their other jobs and their lead process. Do they have a “No Client Left Behind” process? What do they do after they leave a meeting? What’s their system for follow-up? If they can’t tell you exactly what they do, that’s a red flag. Great salespeople have systems that result in closed deals.

People can busy themselves with 100 different activities that don’t equate to sales. Checking emails, filing papers, and researching software are all good organization practices, but they don’t lead to sales. So find out from the beginning if they know how to engage in activities that lead to sales, like meetings and phone calls.

2. Poor Compensation Structure

Structure your compensation in such a way that salespeople need to sell and are well-rewarded when they do. If you have a salesperson that loves to close deals, but makes plenty of money after a few big successes, their motivation takes a nosedive. So look at various pay structures to offer enough incentive to motivate your sellers.

Related: How Much Should You Really Compensate Your Salespeople?

3. Inadequate Training

Sometimes we either skimp on the training so people can get to the field, or we train so much on the product that we forget to train on the sales process. Make sure you train in the things that matter for closing deals — activity levels, how to qualify a prospect, and follow-up.

People need to know what types of work lead to sales and what to look for in a product. They also need to understand the real value of doing business with your company. What problem does the product solve? When they understand and believe in the narrative of how this solution changes things, sales happen.

They don’t need to know everything, but they definitely need enough info to identify the opportunities and solve business problems.

Related: How to Cut Your Sales Training in Half and Improve Retention

4. Lack of Accountability

We all need accountability. Even the best salespeople work more productively when they know they’ll have to answer for their schedule. So keep your team on target with their quotas. Monitor their activity and check in when the numbers are off. Some people ask their sales team to enter activities into a CRM at the end of the week, but it’s much easier to use an automated CRM like CallProof. Then your team just logs their activities with the push of a button. They’re incentivized to stay on track, and you see who’s really meeting their goals.

Hiring mistakes cost you revenue. They drain your time and distract from potential sales. So when you find the right person, don’t let them slip through the cracks. Do the prep work up front in your hiring, pay structure, training, and reporting to keep the best salespeople working for you.

The Most Successful Sales Teams Avoid These Time Management Mistakes

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As a salesperson, you have a say in how your day unfolds. But as you balance working in the office with prospecting and helping clients, are you really making the most of your time?

Below we’ve listed the most common time management mistakes that salespeople – and sales managers – make. If you want your sales team to run smoothly and effectively, avoid these mistakes and follow the steps listed for a more productive schedule.

The Biggest Time Management Mistakes That Sales Teams Make

Being busy doesn’t mean you’re effective. So look at how you spend your time and schedule your day to see if you’re maximizing your work hours.

Mistake #1: Spending Time on Software Updates and Data Entry

A salesperson’s day should be focused on talking to prospects. You have to work within the office hours of your potential clients. So spend your day making those connections. Other activities can be done other times. The CRM software can be updated anytime. It’s not bound to the 9-5 workday. So save it for a less valuable time of the day.

Mistake #2: Leaving the Schedule Open

Each night before you leave the office, figure out the best plan of action for the next day. If you don’t have a plan, you won’t accomplish as much. Make a schedule of when you’ll prospect and contact clients so you don’t spend your best hours figuring out what to do next.

Managers, help your team by setting clear goals for activity and creating a sample salesperson daily schedule. Then your salespeople have a model of how to structure their day to best use their time.

Follow These 3 Steps to Increase Your Sales Productivity

As you look to increase productivity every month, the key is knowing what works. So, after you set activity level goals for each individual and teach them to schedule their day, you need to check on what’s happening. It’s all about the plan, the reality, and looking for ways to improve.

1. Know the Plan

As a manager, I want to know how my salespeople schedule their day. I want to know who they plan to see and how they envision spending their time. For example, they’ll tell me, “These are the 10 people I’ll see today.”

2. Know What Actually Happened

Next, I need to know how the plan unfolds. What really happens? Do they see all 10 people? Maybe they only see 7 of 10 prospects on their list for the day. Now I can follow up.

3. Calculate the Difference and the Cost

What’s the difference between their plan and reality? In this case, they missed three of their planned contacts for the day. So I ask why. The salesperson says, “The expense report took up my time so I could only get to seven people.”

Now I know the expense report is costing us three visits. If we close 30% of our contacts, that expense report costs us $35K in potential earnings. If my salespeople have to do one expense report a month, it costs us $420K per year per salesperson. Sounds like I need to figure out how to eliminate the expense reports for my sales team. And with that amount of potential profit, I can afford to hire someone that handles expense reports for my team.

When you crunch the numbers and see the differentials, you’ll see what’s standing in the way of closing more sales. Don’t let the we’ve always done it this way mentality stand in your way. Instead, take an honest look at the numbers and eliminate the tasks that create unnecessary obstacles.

Time Management Tips for Sales Managers

Managers, with intentionality, you can teach each member of your team how to be a successful salesperson. Don’t leave it up for them to navigate on their own. Here’s how.

1. Figure Out What They Should and Shouldn’t Be Doing

What’s getting in their way of meeting prospects and closing sales? If you can eliminate unnecessary tasks, do it.

2. Find Solutions

Are expense reports getting in their way? Hire someone to handle those. Is CRM reporting taking up too much time? Find a CRM that automates activity reports. There are solutions out there for these time-consuming tasks — you just need to implement them.

3. Check Activity Levels

Work backwards with your numbers. How many average clients will they need to meet their sales goal? To close that many clients, how many people should they quote? In order to get that number of quotes, how many prospects should they see? How many prospects is that per day?

Then, if you can tell a salesperson exactly how many prospects they should see each day, you’ve taken out your guess work. With an automated CRM, you can hold them accountable to maintaining the activity level they need to meet their goals.

Time Management Tips for Salespeople

1. If It’s on Your Calendar, You HAVE to Do It

It’s easy to snooze a task for later. Don’t do it. Make your calendar sacred. If there’s a task on it, it’s not optional. If you get into a cycle of picking and choosing which tasks you’ll do, you’ll always avoid the most difficult (and maybe most lucrative) ones.

2. Focus on the Highest Payoff Activities

When you have the choice, pick the activities with the highest payoff. Sure, updating your data for the week is important, but what’s the payoff? Cold-calling prospects may be more taxing, but it holds the biggest potential return. So, when your list gets long, don’t start with the menial tasks that don’t make much difference. Instead, start with the ones that pay.

If you’re not using your flexible schedule to your advantage, it’s time to start. Choose activities that bring the most reward and delegate the tasks that don’t.

How to Implement A CRM With Your Sales Team

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Productive. In a word, that was my weekend. I cleaned out the car, re-organized the garage, and even fixed a few things around the house. But there was a problem. I never did the one task I needed to get done. Why? I was avoiding it. And, in an unconscious effort to delay getting to it, I kept finding “better things” to do.

Have you ever done this? There was some dreaded task looming over your head, so you worked at any (and every) thing else?

We all avoid things we don’t like. And if your sales team doesn’t like your CRM, it’ll likely fall to the bottom of their to-do list: the task to complete once all other possible tasks are finished.

Sure, sometimes, salespeople deliberately try to hide their lack of activity — so they don’t follow your sales implementation. But more often than not, they’re just avoiding it. We can always come up with something better than the task we don’t want to do, right?

But why is a CRM so dreaded to the salesperson? Because it’s not built for them.

Who’s the CRM Built For?

Most CRM systems are built for the people who buy them, not for the people who use them. When marketing and IT directors purchase CRMs, they look for the benefits of various data aggregations and spreadsheets. They’re not thinking, “How user-friendly is this for a salesperson?”

Instead, they’ll choose the CRM with features they find helpful, set it up, then require the team to use it. The team will do what they’ve always done. They’ll keep writing things down throughout the week, following their individual systems for managing clients and prospects, but now they have an added responsibility to keep the software updated. So they likely need to block off 4-5 hours every Friday to update their data — a job no one really wants to do.

To the marketing director, the CRM is great because it generates fantastic reports. Yet, to the salesperson, a CRM can be difficult to navigate and entering data becomes cumbersome. So what do they do? Mediocre salespeople make up their data to get by. They want the spreadsheet to say they’re doing a good job. Top performers don’t have time for that. They’re out doing their job, not messing with reports. So they constantly tell their managers that they just don’t have time to get to the data entry. Consequently, the sales manager ends up with skewed numbers that don’t accurately reflect activity.

How To Implement A CRM With Your Salespeople

If you want to get accurate data, you have to find a sales implementation strategy that works for everyone — directors, managers, and salespeople alike. So choose a CRM that fits into their workflow — not one that creates more work. An easy-to-use CRM should make their job easier. It should be a tool that enables them to organize their prospects, document their meetings, and keep track of clients so they can boost their sales. It shouldn’t require them to change their schedule or add another item to their to-do list. A CRM should be a tool that will benefit both of you.

Once you choose your solution, find a partner to help you adopt it. The CRM needs to work for your company and your strategies. Then make sure you have the support necessary to train your sales team so that using the CRM is no longer an obstacle.

We all put off things we don’t like. So, if you want your team to use a CRM, choose one they’re equipped to use, not something they want to avoid.

4 Ways to Increase Adoption of Your Sales CRM

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The biggest problem with your CRM is that salespeople aren’t using it. And without salespeople on board, a CRM isn’t much help.

If you’re ready to get the most from your CRM, here’s how to get your team on board.

1. Input Data in the System

Without data, a CRM is useless. So, at CallProof, we launch our CRM with data already entered.

We start by interviewing the management. We ask, “If I started working with you today, how many prospects should I have in my database?” If a sales rep doesn’t have prospects, that’s their number one excuse for not using a CRM and for their consequent low activity. We want to eliminate all the objections to using the system. So, once we know how many prospects a salesperson needs when they start, we enter data for them.

We first collect their current prospects’ and clients’ information and enter it into the system. Then we find more prospects from a variety of lead sources. This way, your salespeople start off with a full database of their current contacts, plus new prospects they can reach with the push of a button.

Data is key. That’s why we load the initial data for you.

2. Establish Norms

Once you have the data, establish a process for using the CRM. Every sales team has their own sales opportunity file system or “steps of selling” process. So make sure your team understands classifications of clients and selling sequences. Clarify when a new prospect goes into the CRM — when you first get their information or after you’ve made contact?

Then create norms for classification. How should you identify customers? Do you distinguish between a pharmaceutical lead and a doctor lead? Know how you plan to sort clients. Are certain lead sources classified differently — like trade show leads? When you create a way to see where customers come from, you’ll understand which of your resources work best.

A clear process for sorting clients and understanding the onboarding process is critical. So make time for a management meeting that includes key salespeople to evaluate your process before you train the entire team. First, you have to build the plan. Then you can use the CRM to deploy it.

3. Teach the Process

After you’ve established your methods, we make the CRM work for you. We’ll teach you how it functions best for your company. Via training calls, we show you what the screen looks like when you’re adding a client, what to do when you’re done with a client, how to order notes, and how to sync the emails. We’ll use the app screen and web portal so the team becomes familiar with each CallProof interface.

4. Provide Ongoing Training and Support

We also record each training call so future salespeople have access to the same information. When new sales reps join your team, you’ll be able to onboard them right away with access to the pre-recorded training. We even use a company called Thinkific to host our content and provide a quiz at the end of each video. Why? Quizzes help people focus on the training material. Without them, they aren’t as engaged. So we help you hold your team accountable.

With intentional data and training, we make adopting CallProof an easy transition for your business. CRMs don’t have to be a struggle for your sales team. When a CRM really works for you, adopting it is easy.

4 Simple Strategies for Becoming a Better Sales Manager

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No one likes having a manager. People like being a manager – keeping control, checking on everyone – but very few people would choose to be managed.

In sales, we think of managers as the bosses who make sure everyone else is doing their job. They monitor the team, hold others accountable, and deal with problems. But the best managers never need to check in. Why? Because they know what happens in the field without having to ask. They follow the activity of their sales team.

Strong, active salespeople leave a trail of sales and activity in their wake. Sloppy salespeople leave a mess behind them. Either way, a manager knows what’s happened based on CRM data re: calls and appointments.

If the manager ever has to ask a salesperson what they are doing, it means they aren’t doing anything. It’s like they’re sitting in a boat in the water without going anywhere – there’s no wake, no ripples, no activity.

So, if managers already know what’s happening, then their job needs to make a shift. It’s time to stop managing and start directing.

Change Your Title

A sales director benefits the organization much more than a sales manager. These words have the power to produce very different results.

Manager implies “boss”, while director implies “guide.”

Rather than manage, supervise, and evaluate, a director coaches and cues individuals to help them become more successful. Sales directors deploy their resources strategically to get the best results.

Cue Your Team

Most people need direction. Consider movie directors. They give direction to each actor and stagehand so that everyone knows the plan and understands when to do their part. Similarly, in orchestras, directors keep everyone on the same sheet of music and cue players at the right time.

A sales director does the same thing. They give direction to their team to produce the best product. Jack Daly illustrates this in the way he teaches about objections. He knows the best salespeople answer objections the exact same way every time. So he equips his team with successful responses to each main objection. Then they hear objections as a cue for their pre-planned response. Consequently, they overcome those objections more often than not.

Strategize to Reach Potential

Directors also empower their teams in a way that’s best for the organization. They figure out the strategies for working with different businesses. Then they put in the right reps at the right time to close sales. Directors come up with a plan, and then coach their team in how to execute it.

Foster a Coaching Relationship

A sales director also fosters better relationships with the team. When you change the title, you change the team’s perspective of the role. Directors act as more of a coach than a boss. Most people in sales are independent – and sales allows freedom. They want to be their own boss, not feel like someone is measuring their every move. When you act like a director, they’re more likely to see you as someone they can turn to for guidance.

With the mentality of director comes a proactive approach to working with salespeople, as opposed to a reactive management approach that only steps in when there’s a problem. So, if you’ve been spending your time managing a sales team, it’s time to change. Become their director so you can lead both your team and your organization to greater success.

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The Sales Manager’s Guide to Working With Millennials

sales manager guide working with millennials

Remember the “Fragile Egg” experiment? Back in Home-Ec class (before the days of automated baby-dolls), students babied an egg for a week. We prepared a shoe box, put tissue in it, and carried a raw egg around hoping no one would bump into us and break it.

Well, that’s what it often feels like to employ a millennial. Delicate. Stepping ever-so-carefully so you don’t “break” them.

Millennial salespeople aren’t always this fragile—everyone is different, of course—but certain issues seem to come up more with this age group. If you want to successfully hire and manage millennial salespeople, here’s your guide to millennials in the workplace.

Challenges to Working With Millennials

My generation grew up with our own struggles and our own challenges. It was the ‘80s. We worked at one job, we didn’t have the internet, and we had to figure out a lot of things on our own. Maybe that’s why millennials can seem hard to manage. We were raised in different worlds. But working together can work if we know how to bridge those differences.

Most of the challenges that come with millennials in the workplace center on the phone. Why? For one, phones bring distractions, and distractions keep people from selling. With incessant buzzing that delivers information, updates, and conversation, it’s difficult to focus on the job at hand.

Start by coaching salespeople who struggle with these distractions. Suggest they cut the problem off at the source by turning off notifications for anything not work-related during the work day. Then, rather than having to resist the temptation to check the chime, they can keep their mind on work.

Millennials also face the challenge of using the phone differently. Their phone use has little to do with talking, and much more with text and emojis. Back in the ‘80s, if you wanted to ask someone out, you called and navigated the nuances of conversation. Now, you swipe left. That being said, millennials may have great potential for phone conversations, but they lack experience. They need you to teach them how to make calls because it’s just not a skill they’ve had to develop.

Top Strategies for Everyday Management

With a predicted 3 out of 4 workers being millennials by 2025, you’ll be hiring one in the not-so-distant future if you haven’t already. And with an average cost of $24K to replace each millennial, you’ll want to make sure you hire the right ones.

Beyond coaching employees in phone use, these three strategies will equip you for navigating your sales manager responsibilities with millennials.

1. Find Their Motivation

Good salespeople want, even need, to prove themselves. When you hire anyone, figure out why they want to work there. Do they want to earn money? If you’re in a performance-driven workplace, that’s who you want to hire. Do they want to be the best? When they see sales stats posted, you want the person who does whatever it takes to be number one.

If you find someone who just wants the flexibility of a sales position, they’re probably not the right fit. 89% of millennials prefer to choose when and where they work rather than working a 9-to-5 job. Make sure the self-directed schedule isn’t the only reason they’ve applied.

2. Encourage a Friendly Culture

Millennials thrive in a relational workplace. They crave the real-world community and a place to belong. So foster a culture of friendship during the workday and after hours. Form a team in a kickball league, or do something else that gets everyone outdoors and active.

In regular operations, change up the sales teams and leaders so people get to know each other. Some companies have Friday lunch together. They all eat together at a certain place and time, and some even cater lunch for the whole office once a month.

Your goal is to facilitate conversations people wouldn’t naturally have. When people (of any generation) feel like they belong to their organization, the benefits abound. They take less time off, they find more motivation, and they stay there longer. It’s really a win for everyone.

3. Balance Criticism With Compliments

Most people don’t enjoy conflict, but it’s particularly avoided by millennials. You’ll inevitably have critiques for your younger employees, so phrase it intentionally and put the criticism in context.  

When I have a new hire, I let them know, “You’ll make lots of mistakes and that’s okay. It’s my job to give you feedback, so you can be the absolute best salesperson.”

Then, when I have criticism, I balance it with compliments. In fact, make the positives outweigh negatives. For every one critique, give seven compliments. This works to soften the blow criticism delivers. It’s not just constructive criticism you want, it’s contextual criticism.

When you hire the right people, shape your office climate, and critique carefully, you’ll help your millennial salespeople find success. Millennials are the most educated generation in American history. And with the right management, they can be a great addition to your sales team.

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5 Must-Read Books for Sales Managers

 

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Books gravitate to the hands of those experiencing something new: a new city on vacation, a new challenge at work, a new hardship that has you sitting in the hospital. In these transition times, we take ourselves off autopilot. Life becomes less routine and we become more aware. In that awareness, we open ourselves to new concepts.

Reading is all about seeking new ideas. So if you’ve found yourself in a place where you’re searching for information to improve your approach as a sales manager, here are my top five must-reads.

1. Drive: The Surprising Truth About What Motivates Us – Dan Pink

drive daniel pinkWhat motivates us to work hard, achieve success, and feel satisfied? Pink claims the secret is our innate desire to make our own choices, learn and create new things, and to positively contribute to the world. Pink challenges the conventional wisdom of incentivization and encourages leaders to try a fresh approach to motivating your team- an approach that centers on building autonomy, mastery, and purpose.

As you read Drive, you’ll learn more than how to motivate your team. You’ll learn what motivates your buyers. And, people who understand buying behavior make the best salespeople.

 

 

2. Hyper Sales Growth: Street-Proven Systems & Processes – Jack Daly  

hyper sales growth jack dalyIn this book, Jack Daly discusses three important areas that will help your business to grow. First of all, you should work towards building a winning culture in your company. You can do this by creating an environment that motivates your employees to come to work and moving away from the idea that work is boring.

The second area that Daly discusses is Sales Management. As a Sales Manager, you are not supposed to grow sales but to grow salespeople. Increasing the quantity and quality of salespeople will grow your sales as well.

Finally, Daly focuses on sales. He discusses the systems and processes that make the best sales professionals different from the others.

Jack is renowned for offering super-practical advice in his books. Hyper Sales Growth breaks down realistic, actionable steps you can take to motivate your salespeople.

3. 5 Dysfunctions of a Team – Patrick Lencioni

five dysfunctions team patrick lencioniLencioni provides his reader with an insightful explanation about the struggles that teams experience. According to him, five dysfunctions are the core of the problem. He has created a model and designed actionable steps with which a team can improve itself and move away from common problems.

Once again, Lencioni has published a compelling story with an intriguing yet logical message for aspiring great teams. If you’re a team leader, 5 Dysfunctions of a Team will provide you with a model you can use to improve your team and overcome obstacles.

 

 

 

4. Think Like a Freak – Steven D. Levitt and Stephen J. Dubner

think like a freak levittIn this book, Levitt and Dubner take problem-solving to a new level. Through an array of stories, they teach us how to retrain our brains to see the world a little differently.

Their blueprint for solving problems includes putting away the moral compass, thinking like a child, persuading people that don’t want to be persuaded, and appreciating the upside of quitting.  

When we think outside the box, we’re more productive, creative, and rational – which isn’t the norm.

 

 

 

5. Start With Why – Simon Sytek

start with why sinekSome people are successful no matter their plot in life. Others may managed success once but can’t seem to repeat their profit. As Sinek studied global leaders with the greatest impact, he found they all think, act, and communicate the same: they all start by asking, “Why?”

Whereas any business can tell you what it does or how much profit it nets, only a few explain why their organization exists and why it does what it does. These are the organizations that inspire others and generate loyal customers. Start With Why prompts people to ask the “Why?” questions about our products and services questions that make a difference in the entire sales approach.

 

 

 

What books have made a difference in your sales leadership approach? Let us know in the comments below.

 

 

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Top 4 Ways to Evaluate a Salesperson’s Performance

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Evaluating a salesperson’s performance is one of the basic responsibilities of a sales manager. It’s also essential to company success. But how can you do it when sales cycles vary so greatly?

If it takes months to close a sale, do you have to wait until those numbers post to see how your sales team is doing? In short, no. A salesperson’s performance is about more than sales. By tracking these vital signs of sales health, you can measure the success of your team in as little as a week.

The Best Ways to Gauge Success

1. Track Number of Appointments, Calls, and Emails

This is a quick measure of how many connections each salesperson makes day to day. Sales is a numbers game. If you have employees making the calls, sending the emails, and visiting prospects in high volume, their sales will come in high too.

Related: Sales Managers: How To Get Over Micromanaging Your Salespeople

Especially focus on the number of booked appointments. The best sales people use those appointments to get referrals. An increased number of face-to-face meetings almost always indicates a higher potential for success.

2. Qualify Prospects

Salespeople have to quantify booked appointments with qualified prospects. Appointments with people outside the targeted buyer demographic won’t get them far. On paper, they’ll look like they’re doing the job. However, if they aren’t booking the right appointments, they won’t make the sales.

When you’re evaluating their success, consider who the appointments are with. Once you find a value to place on their prospects, you’ll more realistically gauge their performance.

3. Implement a Training Program With an Observer

Set up triangulated sales situations to evaluate your sales team. Create a scenario where the salesperson pitches to a pretend client (played by another salesperson).

Either another salesperson or the sales manager observes the interaction. The client brings up objections and plays hard to get. Then the observer gives feedback about what goes right and wrong during the pitch. This gives you a means of observation and shows salespeople where to improve.

4. Record Sales Calls and Demos

Management needs to record and listen to every sales demonstration and call. Your organization spends good money to book demos, either buying leads or running pay-to-click campaigns. If you’re not intentional, you could have an unqualified salesperson trying to close these hard-earned pitches.

Related: The 4 Biggest Mistakes A Sales Manager Can Make

Listen back to each recording so you can identify the key phases that secure (or kill) sales. As you listen to your sales team, ask yourself, “How do they effectively build rapport? Are they talking to qualified prospects?” In doing so, you’ll separate your top sellers from the ones sabotaging deals.

After You Evaluate a Salesperson

Now that you have the info, use these assessments to boost your sales. Assign point values to the number of calls, face-to-face meetings, quality of prospects, training scenarios, and recorded pitches. Then use those points, combined with actual sales numbers, to rank your salespeople.

Once you know where each member on your team stands, give additional training where it’s needed. If someone’s main struggle is phrasing the pitch, work on semantics. If they’re not booking the right type of prospect, identify key characteristics of the target client.

If a lead comes in tomorrow, who are you going to give it to? The struggling sales rep that doesn’t follow procedure, or the person who considers ROI and follows through? Once you have the data, the choice is obvious.

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Sales Managers: How To Get Over Micromanaging Your Salespeople

sales manager stop micromanaging

You’ve been in the business a while so you understand what it takes to be successful. To hit the sales numbers, people need to increase their volume. A certain number of calls, appointments, and proposals logistically equal an on-target month.

Because you have CallProof, you see how many of these actually happen each day with each sales person. If someone has a bad day, you can jump right in there and tell them to get their act together and their numbers up, right? Wrong.

The best managers fight the urge to micromanage, knowing the best results come when they don’t.

The Data

Managers need to understand what their sales team does each day. To understand each salesperson’s day, you need a tool that shows you their calls, visits, emails, and location. A real-time update of this information paints a relatively clear picture of each person’s probable success.

Related: Fire Your Sales Manager and Hire a Sales Director TODAY

For example, it’s 2:22 p.m. in Nashville when I look at the data for my new sales guy. I should see that he’s talked to about 15 companies, followed up with another 20 to 30 people, and made a couple of proposals in today’s activity. However, if I see he only had one meeting and made three calls, I know he’s off track.

My gut reaction (as a micromanaging sales manager) is to call this guy and say, “What the HECK are you doing?!” and proceed to chew him out for being a terrible salesperson. This will only leave him thinking, “My boss is such a tyrant. Little does he know, I’ve been trying to close a deal all morning.” or “Seriously?! I’m stuck in this sales training that he requires me to take.”

Sometimes there’s a legitimate excuse for bad data. Numbers alone don’t tell the whole story. Great leaders use data as a launching point to discover the truth of what happens each day. They don’t rely on the data as the truth itself.

The Approach

Beating up your sales team for less than stellar numbers won’t get you anywhere. Instead, approach your salespeople with an attitude of encouragement, not belittlement. With these four tactics, you can expect improvement in your sales team’s success.

1. Get Your Salesperson Talking

Use data to know when to check in. If you see that a team member has low numbers for the day, call and say, “How is your day going? What do you think are your biggest challenges this week with getting appointments?” You want to get the salesperson to talk. If he is unmotivated, he knows it. You don’t have to tell him, but your awareness may help him get back on track. If he’s just had a hiccup in the day, you’ve given him the opportunity to tell you about it.

2. Teach Activity

As time goes on, you can help your sales team understand that higher activity equals more success. You can do that by engaging with people one on one. Maybe you say, “I’m so excited that you’re hustling it up. On Friday, let’s go through your calls from the week and talk about your meetings to see what’s working for you and what’s not.” In that setting, you can then address any issues you’ve seen based on his activity reports.

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3. Model Selling

Sometimes a more hands-on approach is necessary. If so, call your struggling salesperson and suggest, “Hey, let’s go on some calls tomorrow. Do you mind meeting me at 8:00? We’re going to go and visit some people. ” Then, you get to teach him how to tackle appointments first hand.

Related: The 4 Biggest Mistakes A Sales Manager Can Make

4. Motivate (Don’t Intimidate)

As a sales manager, you’re there to help your team sell. Scare tactics and intimidation won’t help your team improve their pitch or up their numbers. All it does is create stress and, if anything, hinders performance. Encouragement, however, will raise your team’s confidence and sales numbers.

CallProof provides you with strong data. You can use it to micromanage each employee and eek out sales, but your results exponentially multiply if you use it to revitalize your team. Identify the unmotivated and then encourage them through positive interaction. Make that the number one goal and improvement is inevitable.