Managers often find themselves stuck between a rock and a hard place. They know their team needs improvement, but they don’t know how to get them there.
If the team fails, it is usually the manager who is to be blamed. However, there could be other factors at play, such as a lack of resources (budget, personnel, materials, assistance from other divisions of the company, etc.).
To deal with stress and responsibility, a sales manager needs a unique personality and the ability to wear many hats. There are five things that every great sales manager should do to lead their sales team.
Develop a sales strategy with the company’s key players.
The sales manager is positioned in the middle of the organization, between senior management and the sales team. He or she must be able to communicate with both groups simultaneously. While most of their time is spent managing people at all levels, working with and developing relationships with senior executives is essential for formulating company strategies and achieving company goals.
Moreover, It is also very important to make sure that all departments of the organization work together, especially the marketing and sales department. To do this, the sales team must set goals that are in line with the marketing strategy and find a good middle ground between the short and long-term goals they set for their team.
It’s easy to get caught up in day-to-day administrative activities, but high-performing sales managers recognize when they need to take a step back and work on the business rather than in it.
Motivating your team the right way.
Money talks. However, no amount of words will be enough to motivate your team.
You must compensate your salespeople appropriately, with a clear framework and a consistent frequency, because they are motivated by the money.
That said, there’s a lot more to motivation than just numbers.
Sales managers need to come up with ways to make their employees want to win, have fun, do better, and be recognized. In addition to monetary compensation, salespeople profit substantially from the use of variable or cyclical incentive plans.
The American Psychological Association discovered that in order to stay motivated, salespeople must have a sense of purpose in their profession and the belief that their effort is appreciated by their supervisors and the firm as a whole. Praise is a fantastic place to begin. (Trusted source)
Hiring the right people (or should you?)
If you’re starting a sales team from scratch, the first thing to consider is the buying process your customers take. How many people must agree on the purchase decision? Are there any obstacles that might prevent them from doing so? If multiple stakeholders must be influenced, a sales team must initiate conversations, respond to queries, address concerns, and negotiate terms to eliminate friction points.
Here’s a tactical approach to this.
Firstly, you must identify all decision-makers and classify them into groups. Next, create a strategy for each group. The best way to do this is to create personas for each of them and tailor your pitch to them. Finally, make sure you hire people who can work well with them.
Instead of asking when to hire salespeople, consider if sales is the best channel for your product or service before moving forward with that decision.
Some products must be sold, while others can be marketed through a self-service model. It’s easy to fall into the trap of hiring your first salesperson with the expectation that they’ll know what to do and will be able to sell the product easily based on their previous sales experience.
Coach your sales team
Many sales leaders think they’re coaching when they’re actually just telling employees what to do.
Effective sales coaching requires sales managers to earn their sales reps’ trust. This allows for open discussion of performance issues. Sharing experiences also builds a two-way friendship.
Start by sharing personal and professional experiences.
For example, a seasoned manager may tell of their first disastrous sales call, emphasizing inadequate preparation, aggressive posturing, and lack of empathy. The manager would next address these flaws by practicing calls and researching the prospect’s background, business, position, and pain issues.
The next thing to keep in mind is to let your team members evaluate their own performance. Representatives who can assess what they do well and where they can improve become more self-aware. Self-awareness leads to self-confidence, which leads to more consistent sales.
Following self-evaluation, they can consider their areas of error and devise a plan of action to address them.
Using software to your advantage
Sales performance is typically measured using a variety of key performance indicators (KPIs) that reveal how your reps are performing individually and as a team. This process can be streamlined by utilizing SPM software with a broader range of functionality and advanced sales analytics capabilities. Many SPM tools, for example, include gamification capabilities, such as the ability for managers to set up sales contests or track sales goals on public leaderboards.
The goal of sales performance management is to educate and motivate salespeople to set goals and satisfy customers. Managers can use sales performance management software to track sales performance on a per rep and team basis using key performance indicators (KPIs). SPM solutions enable sales leaders to monitor and guide sales reps in ways that improve their ability to sell by linking performance and revenue analytics. They also provide sales reps with insights into their own and others’ performance.
If you are looking for an SPM software that can help you measure your sales team’s performance, then Varicent might be the right fit for you. Learn more about Varicent and what they have to offer.