‘I am with a brand new company as a SM. Tough group any suggestions?’ Ray
Ray thanks for your question. As usual, I have a bunch of qualifying questions. How many sales people are on your team? How long did the sales manager before you last and the guy before him or her? Is your team 100% commission? How supportive is your boss? How many of your reps made quota last year? Are your reps remote? How well do you know the solution you are selling? Do you have sales managers on your team or just direct reps? As a sales manager what is your value (solution, industry, relationships, processes, other) proposition to the company?
I too recently switched companies, fortunately I have inherited a great team. If you aren’t doing already, I recommend, as a first step, setting up individual weekly meetings / calls with each direct report, even if you have a large sales team. The meetings are a forum for you to get to know them individually and to implement your sales culture and strategies by rep. During my individual calls the only scheduled topic we review each week is their forecast, the rest of the time is open for both of us. As you get to know your team, you can reduce the duration or frequency of the meetings. I also have a weekly team call, which I assume you are already doing.
The next step is to objectively analyze why they are ‘Tough Group.’ Is it the company’s sales culture? Is there high turnover for sales managers in your new company and they figure you will be gone in six months to year, so why listen to you? Does the commission plan match the company’s goals for this year? As the new sales manager, did you inherit the last place team? Does the team not respect you and why? Do you know your solution? Do you provide them value in making their quota? Does your manager not support you? If your manager does not support you, this one is huge and you need to diplomatically meet with your boss. Other?
Once you have an understanding of your team and why they are a ‘Tough Group’, put together an action plan. Weekly calls, going on sales calls with them, team building events, sales contests / sales awards, fight an internal battle for them, out-work them, learn your solutions, other. I would also determine if you need to make the tough decision of letting a member(s) of your team go or transferring them off your team. If you go this route, involve your boss and HR in the decision.
I also recommend reading (listening to) Steven Covey’s ‘Seven Habits of Highly Effective People’, focusing on habit 5, Seek First to Understand, Then to be Understood, and Jack Welch’s ‘Straight From The Gut’. I spend a lot of time in the car so I have both of these books on CD.
Stay with it, stay positive, and your team will come around.
Ray, Good Managing and let us know how it goes! Reader Feedback, please click the comments below to give additional information on managing a difficult sales team. Also, I want your feedback on my response. Shaun P
Ray thanks for your question. As usual, I have a bunch of qualifying questions. How many sales people are on your team? How long did the sales manager before you last and the guy before him or her? Is your team 100% commission? How supportive is your boss? How many of your reps made quota last year? Are your reps remote? How well do you know the solution you are selling? Do you have sales managers on your team or just direct reps? As a sales manager what is your value (solution, industry, relationships, processes, other) proposition to the company?
I too recently switched companies, fortunately I have inherited a great team. If you aren’t doing already, I recommend, as a first step, setting up individual weekly meetings / calls with each direct report, even if you have a large sales team. The meetings are a forum for you to get to know them individually and to implement your sales culture and strategies by rep. During my individual calls the only scheduled topic we review each week is their forecast, the rest of the time is open for both of us. As you get to know your team, you can reduce the duration or frequency of the meetings. I also have a weekly team call, which I assume you are already doing.
The next step is to objectively analyze why they are ‘Tough Group.’ Is it the company’s sales culture? Is there high turnover for sales managers in your new company and they figure you will be gone in six months to year, so why listen to you? Does the commission plan match the company’s goals for this year? As the new sales manager, did you inherit the last place team? Does the team not respect you and why? Do you know your solution? Do you provide them value in making their quota? Does your manager not support you? If your manager does not support you, this one is huge and you need to diplomatically meet with your boss. Other?
Once you have an understanding of your team and why they are a ‘Tough Group’, put together an action plan. Weekly calls, going on sales calls with them, team building events, sales contests / sales awards, fight an internal battle for them, out-work them, learn your solutions, other. I would also determine if you need to make the tough decision of letting a member(s) of your team go or transferring them off your team. If you go this route, involve your boss and HR in the decision.
I also recommend reading (listening to) Steven Covey’s ‘Seven Habits of Highly Effective People’, focusing on habit 5, Seek First to Understand, Then to be Understood, and Jack Welch’s ‘Straight From The Gut’. I spend a lot of time in the car so I have both of these books on CD.
Stay with it, stay positive, and your team will come around.
Ray, Good Managing and let us know how it goes! Reader Feedback, please click the comments below to give additional information on managing a difficult sales team. Also, I want your feedback on my response. Shaun P
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