Category Archives: Career Growth

How to Effectively Coach Salespeople

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Sales Managers must act like Coaches to build successful sales teams.

It’s been my experience that most salespeople don’t like being coached. It’s not because they don’t want to improve and generate more sales. On the contrary, most salespeople are driven to succeed. The real culprit is that most sales managers don’t know how to coach.

From a salesperson’s point of view, the coaching process is intrusive, humiliating, and a waste of time. 

How can we improve the coaching process so that both salespeople and employers win? 

Before we get started, let’s first define coaching. 

Everyone has their definition of coaching. Here’s mine –

It’s enforcing best practices created by your employer or experts on how to sell effectively to generate more revenue for your company. At the same time, you are also eliminating bad practices or behaviors that could hurt the salesperson’s ability to reach or exceed his sales goals. 

Some people mistake coaching with training. Coaching is an ongoing process, while training is a one-time activity. There is nothing wrong with using a trainer. However, even most trainers admit that their presentations will go out one ear and out the next unless you provide ongoing coaching to provide positive reinforcement. 

Here are five tips to help you –

Determine specific problem areas.

Not all salespeople are alike. Each one has their strengths and weaknesses. For example, some do well in cold calling, and others do not. Some do well in time management, and others do not. Some do well in prospecting for new business, and, well, you get the drift. 

The key is to evaluate each salesperson and then focus on their strengths and weaknesses and where they can improve.

Focus on one problem at a time.

Focus on one problem at a time.

Some managers want to overwhelm salespeople with too much training all at once. That’s a mistake. First, everyone is busy trying to meet or exceed their quota. They have only so much time or availability throughout the week for training. And second, with the pressure and stress of work, attention spans wane, and then information is soon forgotten.

Rather than overwhelm salespeople with too much training at once, take a bite-size approach. It helps with retention. 

Set the example. 

If you want salespeople to do their jobs, set the example. For instance, if you are working for an inside sales team, sit front and center and make sales calls. If you are working in outside sales, go on appointments and bring a salesperson along and show him how it’s done. 

Use different methods of training. 

Everyone learns differently. Some prefer watching training videos. Others prefer to read. And still, others prefer lectures. So, use training methods that you feel will resonate better with each salesperson. 

Positive Reinforcement. 

No matter how bad a sales call or appointment went, start with positive comments first. Then, begin by describing what went well. For example, you might say the salesperson did well with discovery questions or undercover the needs and pain points. Then outline areas where you feel there needs to be an improvement. 

Key Takeaway: There is no one method fit all approach to coaching. Each salesperson is different. The goal is to remove bad habits and create new ones slowly. 

If you like my post, please read my book — Jumpstart your Sales Career, Help for New Salespeople.

Are you a Teller or a Seller?

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Running your mouth too much could hurt your sales.

Once upon a time, two salespeople worked at the same company. While both were friendly, they are competitive and hungry for new orders.

The salespeople were Mr. Teller and Mr. Seller.

After several months of hard work, Mr. Teller was depressed. He wasn’t making his quota. On the other hand, Mr. Seller was not only meeting his quota, and he was exceeding it – big time.

What was Mr. Teller doing wrong?

Here are the differences in the approaches between Mr. Teller vs. Mr. Seller.

Mr. Teller loves to talk to his customer’s about all the features of his company’s products. He was like a walking encyclopedia or brochure and telling everything he thought his clients wanted to hear. Mr. Teller was doing what is commonly referred to as a “product dump or vomit” to his clients.

Mr. Seller liked to talk too. But he learned from experience it is always better to listen more and talk less. He viewed his role as being a problem solver. But before you can solve problems, Mr. Seller first had to uncover the pain points and needs and wants of his clients.

Mr. Teller avoided asking too many questions. He was afraid of rejection, and he didn’t want to offend his clients by being too noisy or appear pushy.

Selling is better than telling when you listen and engage more with your clients.

Mr. Seller, on the other hand, enjoyed asking questions because he knew it was the only way to qualify his clients. He didn’t fear rejection or take it personally when a prospect said, “No.”  He knew it was all part of the job.

Mr. Teller was not proactive when it came to finding new clients. He was very passive. Rather than make cold or warm sales calls, or ask for referrals, Mr. Teller used social selling. Mr. Teller thought all he had to do is connect with key decision makers on LinkedIn, and like their comments or posts, and the key decision makers would magically call him or appear at this door.

Mr. Seller liked using social selling too. But he didn’t rely on it exclusively because he knew that few key decision makers would contact him because of connections and likes on LinkedIn. Mr. Seller believed in warm or cold calls. He also effectively left good voice mail messages and used interesting subject lines on his emails to gain the attention of key decision makers.

Mr. Teller always waited for the prospect to decide. He never asked for the order. He just hoped and prayed that the prospect would make the “right” decision based on all the information he presented.

Mr. Seller didn’t wait for the prospect to decide. Instead, he helped guide the prospect through the sales process by asking qualifying questions, determining needs, and pain points. Once Mr. Seller thought the client was ready,  he asked for the order. He didn’t use tricks, gimmicks, or high-pressure tactics because he knew that wasn’t necessary.

Finally, frustrated, Mr. Teller went to Mr. Seller and asked him what his secret was to get more sales.

“Stop telling and start selling,” replied Mr. Seller.

So, are you a Teller or a Seller?

You decide.

In Sales, How to Climb out of a Slump

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We all need a little help to get out of a slump.

We all experience highs and lows in sales. That’s a given.

For a while, you’re on a winning streak. The big orders are rolling in. Your sales manager loves you. Some of your colleagues envy you. Your checking account is balanced. You’re paying your bills on time.

But then it happens – you hit a brick wall. No matter how hard you try, or how many customer appointments you make, nothing is coming in.

You hit a slump.

Now what?

Here are some tips to help you –

1). Don’t panic. Unless you are working for a company with a short sales cycle, you usually won’t experience a slump unless it’s during an industry’s slow season. Every industry has a busy and quiet time. For example, in retail, the busy season is during the holidays. In the tax preparation industry, the slow period starts from early March and runs through the end of tax season.

But if you are like most salespeople, you are working in an industry that has a long sales cycle. If that’s the case, of course, you are going to run into a slump occasionally. You already know from experience that the order process can take a long time because several decision-makers are probably involved in placing an order. For example, I’ve read that more than ten years ago, it would take maybe two people to make a decision. Now, it can take as much as five people to make a final decision on an order.

2). Review best practices. Admit it, have you been coasting for a while. Sure, you got lucky and snagged some large orders, but really…. how much work was involved on your part? Now that you hit a slump, maybe it’s time to review your best practices.

For example –

Are you making your follow-up phone calls?

Are you sending out emails with interesting subject lines?

Are you making enough attempts to the key decision-makers?

Are you even sure that you are contacting the correct key decision-makers?

Are you wasting too much time chasing after low hanging fruit and not investing enough time on more difficult, but long-term profitable, prospects?

Are you managing your time correctly?

In short, are you following the basics or just winging it?

Only you can answer that question.

It never hurts to seek a helping hand.

3). Ask for advice. There is no shame in seeking help. Meet with your sales manager. If you have a mentor, talk to him. Maybe have someone listen in on your sales calls or your online tour presentations. Yes, I know that sales can be competitive and sometimes it can feel like a “dog eat dog” world, but you have trust someone to survive.

4). Analyze your pipeline. Is it clogged? Are you chasing after prospects that you know deep down are never going to buy from you, but you enjoy talking to them? Are you clinging on to leads that are offering you false hope? Go through your pipeline. Set priorities. Weed out the prospects that you know are worthless. Then, go back to work and make the calls.

5). Start prospecting. If your pipeline is dry or running low, start prospecting. What!?! You thought the marketing department was going to help you with leads? Do you still believe in Santa Claus? With all kidding aside, most marketing departments are helpful, but you’re the one earning a commission – not them. So, unlike the marketing department, you must make the extra incentive to get sales.

6). Take a break. Are you a workaholic? If yes, stop. Relax.  Go to the movies. Take a long walk. Do some window shopping. The goal is to clear your head and take a breather before jumping back into the fray.

7). Continue to educate yourself. I say continue because I must assume that you’re smart enough to realize that you must always constantly improve your sales skills. How? By reading. By watching YouTube videos. By attending sales training workshops. It’s easy to fall into a slump and make lame excuses about not learning. That’s not an excuse – that’s a death sentence to your career.

8). And finally, be persistent. No one says that selling is easy. It’s not.

That’s it. I hope you like my advice. Please let me know if you have any comments that you would like to share with me.

Photo credit, middle picture: by Noah Buscher on Unsplash

How to Work Remotely in Sales

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The key to working remotely from home is to be organized.

Working in sales is tough enough without having to also work remotely from your main office. You may feel isolated. You may feel out of the loop when key company decisions or announcements are made. You may worry if your manager likes you or not. Soon, panic may take over, and your sales will plunge.

However, many salespeople find themselves working these days remotely – either in coworking spaces like WeWork and Regus or in most cases, from their homes.

The number of employees working remotely is growing. According to Flexjobs’ report on “The State of the Remote Job Marketplace,” nearly 4 million U.S. employees, or about 3% of the U.S. workforce is now working from home at least half the time, compared to 1.8 million in 2005.

And Sales is one of the top 7 fields with the most remote jobs, according to the report

There is an ongoing debate on whether employees should be allowed to work remotely or not. One argument is that all employees should work in a central location to help create collaboration and an esprit de corps among employees. For example, there are times when salespeople need to engage in ad hoc conversations or buy-in to new initiatives that are hard to create when employees are working remotely.

And while most employers can undoubtedly watch your performance on company-own laptops and phones, and review your orders and pipeline, many still feel it’s better to keep a watchful eye on you in the office.

But many companies – especially start-ups – have no choice but to have you work from home because they can’t afford to lease large office space. With bootstrapped budgets, many of these companies are a willing gamble and have salespeople work from their residences.

Further driving the trend to have salespeople work remotely is the difficulty of finding and keeping good talent. While companies in large urban areas usually don’t have problems finding and attracting good salespeople, companies in rural areas may have no choice but to offer remote positions.

And finally, many companies, both small and large, prefer having salespeople work remotely in defined territories to save on travel expenses when visiting important customers or prospects, or attending trade shows.

I’ve worked in both the central office and my home. I was given a chance to work remotely in one of my last jobs, but I turned down the offer because I was afraid that I couldn’t do well in my career, and I felt I would miss out on all the office gossip and information.

However, that became a moot point when my employer, which was based in Chicago, closed our location and I was given a choice – move to Chicago and freeze my butt off, look for a new job, or work remotely from my home.

I chose the latter.

In hindsight, I now regretted not working remotely from home when I was given a chance. Yes, at first, I was a little reluctant because I was afraid there would be too many distractions, or my laptop wouldn’t work correctly, or my phone line tied to my direct work number would drop inbound calls. But those fears soon went away, and I quickly adjusted.

Sometimes working outside of your home can make you more effective in your job.

I found that I was more productive working from home than in the office. I was less stressful. I also appreciated having more free time without fighting traffic while commuting to and from work. And finally, I avoided getting drawn into office politics.

But if you are hired or forced to work remotely, how can you succeed in sales and make a good living?

Here are some tips –

1). Dress like you’re going to work. Yes, I know that sounds stupid. You may think it’s OK to work in your pajamas, underwear, robe or whatever, but trust me; you will soon regret it. If you dress like a bum, you’re going to feel like a bum. Your attitude towards your work, clients and prospects will go downhill. Yes, you can get away from not wearing shoes, or for women, not putting on makeup.

But don’t allow the convenience of working from home to reduce your professionalism. On the contrary, the further away you are from your main office, the more professional you must become if you want to be successful and keep your job.

2). Get the hell out of the house. Staying all day indoors is boring. Sure, you can watch TV or videos online, but you need to get out for at least 30 minutes or so to clear your head, or else you will not be functional for the rest of the day. Take a short walk or run an errand. Maybe take a short break at your favorite local coffee shop. Or better yet, have lunch with friends or clients. But whatever you do, don’t be stuck using the phone of the computer or on the phone all day. Get out.

3). Keep a regular work schedule. It’s easy to fall out of your work routine while working remotely from your home. You may crawl out of your bed and walk straight down to your home office and start working without eating breakfast, drinking coffee, or brushing your teeth. You may tell yourself that you can make up for it later in the morning.

But I wouldn’t recommend it.

Soon, your work at home will bleed into your home life, and your entire life will be disrupted. At the same time, when 5:00 or so rolls around, you need to leave work behind. Of course, I know sometimes you must put in an extra hour or so. But the biggest mistake I made while working from home is that I ended up burning myself out by working too many hours in the evening without taking a break.

Don’t make that mistake.

4). Remove any distractions. Sometimes you may have no choice but to work in your living room, dining room or even or kitchen. Not all of us have the luxury of living in large homes where you can convert a room into an office. But if you can afford to create a home office, do so. In using the long way, you will benefit from the distractions that we all deal with at home. And if you are lucky enough to have a home office, remove anything that could distract you – that includes the TV, radio, or anything that could prevent you from working.

5). Stay in touch with your manager and co-workers daily. Working remotely can be lonely. That’s why it’s important to stay in touch with your manager and co-workers daily. While your manager may not always be accessible, but you need to insist that you have at least one meeting per week to review your performance, receive updated company information, and make sure your sales are on track. Also, share your calendar with your manager and others so that you know when they are accessible for conversations.

It’s also important to stay in touch with your co-workers too. I know that they, like you, are busy trying to make their numbers, but a quick phone call (not just email or text) can help you gauge what’s happening at the home office.

Meeting with your manager once a week or month can help guide you when working remotely at home.

6). Meet your manager in person at least once a month or quarter. You can do this by either traveling to your company’s main office or by inviting your manager to stop by. If your house is a total mess, meet your manager at his hotel or local coffee shop. It’s essential to make face time with your manager to ensure that both of you are on the same page.

7). Use the right tools. That means making sure you are using a headset and have stable phone and internet connections.  It also wouldn’t hurt to have Skype for conference calls.

8). Are you still living at home with your Mom? If the answer is no, then don’t expect her to clean up your office area. That’s your job. Like any office, make sure office files and information are within arm’s reach, so you don’t waste your time going through your bedroom closet finding critical data right before important meetings.

Working remotely isn’t for everyone. While most salespeople must have the discipline and drive to achieve or exceed their quotas, not everyone is cut out to work alone.  I hope my suggestions will help you.

Credits: Second Photo by Alejandro Escamilla on Unsplash
and the Third Photo by  rawpixel on Unsplash

 

How to Protect Your Customers during a Merger or Acquisition

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Be careful, or the big fish company will shallow you without any advanced notice.

As a salesperson, going through a merger or acquisition is stressful enough without having to protect your customers too.

But like it or not, that’s what most of us must go through until the dust finally settles, and you know whether you have a job or not.

When a merger or acquisition occurs, many decisions are being made above your pay grade. Whether it is pricing, products, services, shipping or billing, you pretty much are out of the loop.

Sure, you can voice your objections about price increases, and sound the alarm if product quality is degraded, but really….is anyone going to care?

Is anyone really going to listen?

No.

Upper management has one goal in mind – complete the merger or acquisition as quickly and painlessly as possible so they can get back into the business of earning a profit.

And if that means cracking a few eggs along the way, well that’s the price of doing business.

Your goal? To make sure you’re not one of the eggs being cracked.

Yes, your compensation package may go up or down, and your benefits may be enhanced or reduced, but the one thing you need to always do is this – making damn sure your customers are protected.

So, how do you protect your customers?

1). Be honest – Well, be as sincere as possible without the risk of getting fired. Your customers depend on you to help them ride through the rough patch. It doesn’t matter whether you like some of your customers or not. It doesn’t matter if upper management is treating you like dirt or not. You’re a professional. You must rise above the pain, chaos, and uncertainty and help your clients.

For example, if prices will increase, let your customers know ASAP. If the new owners are planning to replace products or services, let your customers know that too.

It’s better your customers hear bad news from you than from upper management. By getting ahead of negative information, you can hopefully spin it to your advantage. At the bare minimum, you will prevent your customers from getting blindsided.

Better to be honest now with the hope that you might land on your feet somewhere else, then be dishonest and have your professional reputation destroyed.

We all need help in any merger or acquisition.

2). Be a crisis manager – When your customers can’t get straight answers from the billing, shipping or other departments, you better be prepared to step in and resolve problems – quickly. If you do this, your customers will respect you, and hopefully, you will continue to see more orders from them in the future.

Yes, intervening in customer service problems may not be selling per se, but when the shit hits the fan (and it often does in mergers and acquisitions), you don’t have time to play “it’s not my job” games. That kind of attitude could get you fired — fast.

You need to step in quickly, resolve issues, and hope good Karma will rub off on you.

If not, you better be prepared to rub off a lot of lottery tickets to make up for the lost income you will receive walking the streets seeking a new job.

3). Be selling – don’t use the excuse of the chaos of an acquisition or merger to prevent you from doing your main job – selling. It’s easy to play the victim card and blame upper management for poor sales. But here’s the reality that you’re not going to like – you’re already a victim of an acquisition or merger. So, playing the additional victim card isn’t going to save you.

You need to stay focused. Sooner or later (and you hope sooner), things will begin to settle down, and upper management will take a hard look at who the winners and losers are. Make sure you don’t fall into the latter group.

Selling is tough. But it’s tougher when you are going through a merger and acquisition.  I know that from experience because I’ve gone through several mergers and acquisitions in my career. For example, I experienced so much anxiety during one acquisition, my hair was falling out, and I was losing sleep.

Don’t make the same mistake I made. Stay calm. Stay focused. Stay aware of what’s happening. And do whatever you can to protect your customers.

And if all else fails, leave. There are always other sales jobs. But there’s only one of you. Your health and mental state are more important than any job.

Guest Post: Sales Teams Have More to Worry About Than Just Losing Clients

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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:

Greedy

Annoying

Untrustworthy

Pushy

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.

Promotion Communication

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.

Behavior Management

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).