If you conduct searches on Google and look at popular sales blogs, you will find plenty of articles about what it takes to locate the perfect sales representatives. You will also find information about how to write the best job description for a sales position and how to boost customer retention. Why is it easy to see all this stuff?
You could go to the HubSpot Sales Blog and find articles about finding and hiring the best Sales Development Rep (SDR). There are two specific blog posts which perform better than any others on there. The titles are “10 Common Sales Job Interview Questions” and “40 Sales Interview Questions to Recruit the Best Reps.” If you were to check the analytics of these posts, you would see they have organic views in the thousands per month. Organic views are people who find the posts through search engine searches.
Companies worry so much about interviewing to find the best sales representatives. Maybe this is not such a good thing to do. It might be wiser for them to spend more money and time on improving the performance of the sales representatives they currently have. Losing clients may not be as bad as losing fellow teammates and sales representatives of the company.
According to a Bridge Group report from 2018, the average sales representative will have a tenure of 1 ½ years. This is not that great because the average sales development representative will need 3.2 months to achieve maximum productivity. How to reach the highest level of productivity – you definitely should have a look at our tips.
In the year 2010, a survey was conducted on the average tenure for sales representatives, and it revealed that 44% of them had a 3-year tenure. In 2018, only 8% of sales representatives reportedly have this much tenure.
What Makes Sales Representatives Want to Leave?
The main reason they are leaving is that they have very little job satisfaction. According to a study in which Marc Wayshak conducted this year, merely 17.6% of the people surveyed had indicated they have “outstanding” job satisfaction. Another 47.1% of the respondents said they have “good” job satisfaction. The study also revealed that salespeople like their jobs more when they can devote more of their time to activities related to sales. The sales representatives who got to spend 4 hours or more on sales-related activities per day were more satisfied with their jobs than sales representatives who spend only 3 hours or less. The former gave their job satisfaction a 3.8 / 5 rating.
Big Expectations for Management and Culture
Going further into this study, we found out that salespeople care a lot about the effectiveness of management and organizational culture. Sales representatives indicated these things are more important than job flexibility, commission, compensation, and job role.
There are still sales stereotypes in companies. Sales representatives already realize that people don’t like them. In the study by Wayshak, we saw that salespeople used the following words to describe how customers perceive them:
The average salesperson’s tenure does not last if it takes to get a decent promotion. This is probably a big reason that sales representatives don’t stay very long. Sales representatives will have an 18-month tenure on average. As a sales development representative, they will spend about 13 to 18 months before getting a promotion to an account executive position. Most sales representatives are too impatient to wait this long for a promotion. They will leave the company before their bosses consider them for it.
How Can Sales Managers Retain More Sales? The quick answer is to hire additional sales representatives who have a lot of experience.
In a report from Bridge Group, it revealed that hiring sales representatives with additional experience increased their average tenure. It also increased the amount of time they maintained full productivity on the job. Don’t make the mistake of hiring some new business development representative who just graduated from college because they will work for less money. It is smarter to invest more money in hiring an experienced sales representative. That way, they will know how to make you money faster without needing any on the job training.
Train Your Reps on Organizational Management and Culture
When Wayshak did his study, he discovered that sales representatives find the most value in having great managers to work with and a great organizational culture. Meanwhile, he saw that sales representatives were not concerned so much about compensation. Therefore, salespeople need to be trained in a way that makes them support the culture of the company and the sales team.
According to a CSO Insights survey, a sales leader will devote 20% of their day to assisting their sales team with closings. This is a no-win scenario because the sales representatives don’t feel like their careers will develop this way. The deals may not even work out either.
Your sales representatives must be regularly informed about their work performance and chances for promotion. The millennial generation makes up the current sales representatives out there right now. According to a survey by Deloitte, 25% of millennial sales representatives want to quit their current sales position within 12 months. Another 44% indicated they want to quit within 24 months.
You need to try to retain your sales representatives. Always let them know how they’re doing so they don’t wonder about it. Talk to them in person and give them feedback on a regular basis. If they know you’re considering them for a promotion, they will want to stay.
Managing the Performance of Sales Reps
According to a sales executive named Norman Behar, sales performance management is more important than leadership and sales coaching skills.
Most companies assume that their managers can manage sales performance effectively. This is not a good thing for them to do, though.
People may perform well as sales representatives, but that doesn’t mean they will perform well as sales managers. It takes an extraordinary ability to motivate sales teams to generate more sales and revenue.
Companies spend too much time worrying about sales results instead of sales behaviors. It takes certain behaviors to make the results happen. In the survey by Wayshak, 81.6% of the best-earning sales representatives spent 4 hours or more doing activities related to sales. These activities included sales meetings, prospecting, follow-ups, and referrals. These are all behaviors, not results.
Customer relationship management (CRM) systems are what drive this issue today. The systems conduct measurements in real-time, and the results get reported afterward. Majority of salespeople prefer a transformative way of using CRMs – automation tool, sales bots which regularly allow getting reports about sales deals closed, show which deals are the most promising and update any necessary information easily due to chat interface.
Closer bot can become a great assistant for you, so you can leave all routine work for it and focus on the most important – on closing deals.
It can be helpful to watch this data as it comes in. However, the information is based on things that have already happened. It doesn’t measure underlying behaviors which affect future outcomes.
Sales representatives typically set goals for how many pitches to make in a given period. You should not track this behavior, though. The survey by Wayshak showed that a mere 7% of the best-performing sales representatives indicated they pitch often. Meanwhile, 19% of other lower performers reported they often pitch too. Therefore, pitching is not a behavior that will determine your level of success.
Sales organizations need to consider the primary objectives they should watch for and which behaviors will help achieve them. Just remember to monitor results while managing and monitoring behaviors. After all, the results are the lagging indicators, and the behaviors are the leading indicators.
To help you understand what makes behaviors and results differ from one another, consider the following example:
If the result that your company wants to achieve is “acquiring new customers,” then your key behaviors will be:
– Establishing meetings for the first time with potential customers.
– Providing the sales pipeline with more opportunities.
– Planning out the territory and making a thorough list of potential customers (for example Closer bot shows on who to focus, what the most promising deals are).
– Making plans for accounts which outline the primary influencers and decision makers.
Make sure you place limitations on the number of primary results that you wish to watch. If there are a lot of outcomes that you want to happen, that will cause many more behaviors. Let’s see an example of this. Suppose a sales company wants to watch 15 results. If each one of these results is connected to 4 behaviors, then sales managers must manage and monitor as many as 60 responses. This could never be maintainable.
If you want to be practical about this, direct your attention to 2 or 3 of the results that are most crucial. From there, you can manage the 8 or 12 behaviors that correspond with these results and drive them forward.
The 4 Ways to Practice Performance Management
After you have achieved the results you wanted and identified the behaviors which correspond with them, sales managers should focus on performance management.
Here are the four steps they need to do this:
1) Tell the salespeople what the expectations of their performance are.
2) All specific behaviors should be managed and monitored.
3) The results need to be monitored.
4) Standard feedback should be given.
Regarding the new customer acquisition example, the sales manager is now able to tell their salespeople how many customers they are expected to obtain, and which behaviors will allow them to achieve these results. And, of course, they will be told the timeframe in which they are supposed to do this.
Sales managers need to give feedback to their salespeople on a regular basis. The input should encourage the salespeople based on the key behaviors they have attained and/or the gaps which exist in their performance. For instance, a fundamental behavior could be something like setting 20 appointments for the first time in one week. Differences in performance might be failing to provide account plans to the sales manager.
In the end, sales managers still care about results. They need to realize that behavior management is how those results will be achieved. If you can tell the difference between results and behavior, then it will be easier for your sales team to succeed at keeping sales representatives happy.
Author: Vlad Goloshuk is a serial entrepreneur with a focus on B2B sales tech. He is the founder of Closer.bot (a slack bot designed to minimize sales reps time on CRM updates) and also a CEO at Brightestminds.io (a B2B lead generation agency).