Editor’s note: Paul Kirch is CEO of ActusMR Inc., a Lewisville, Texas, business and sales consulting agency. Kirch can be reached at 214-295-6111 or at pkirch@actusmr.com.
Business success is often an endurance race against the competition. Though only one element in a complex system, a fine-tuned sales engine is needed to pull ahead. When I look at the team supporting the process of keeping the engine running smoothly, the sales manager often plays a major role in keeping the finish line in sight.
Marketing research and sales haven’t always been synonymous, at least not when it comes to formalized sales teams and processes. Today, however, most companies in our industry have someone dedicated to business development or sales. But that doesn’t mean that what they have is working. In fact, the majority of business leaders I’ve asked say that they’re either unhappy with the process or they recognize that it’s not working as well as it should.
How the process is managed
Often the success and failure of a company’s sales process comes down to how the process is managed. Yes, there are varying degrees of professionals who carry sales and business development titles. Yes, there are hires who don’t pan out. But in the end it’s about how the overall process is driven. In many instances, there is little to no management of the sales process or, if there is, it’s often by someone who doesn’t understand what it takes to motivate and drive the sales team.
In sales leadership, there are some important nuances that can mean the difference between success and disappointment. I’ve seen sales professionals who were shining stars at one company fall flat on their faces when they move to another firm. Was it the person, the products/services or was it the management process? It could be a combination of things but the latter point is where a company can make adjustments without a great deal of challenge.
Earlier this year, I attended a Vistage CEO meeting where a very successful “turnaround” CEO was speaking. He’d been responsible for taking several failing companies and helping them become profitable. Today he’s more known as an author, consultant and highly-compensated speaker. During his presentation an audience member asked about formulas for compensating salespeople. He got a disgusted look on his face and said, “In my opinion, the last thing the world needs is another salesperson.”
I’ve heard that viewpoint stated before and I cringe every time. It’s an unfortunate sentiment, one that stems from the stigma of the stereotypical aggressive sales professional. Every person with a sales or business development title is aware there is a negative image associated with their job. Even within a company, salespeople are often seen as outsiders. They may be friends with them but there’s a separation between sales and operations. Without a manager to help bridge the different areas of business, there’s a chance there will never be true harmony.
This is one of the reasons I have always stated salespeople are some of the most insecure people in business, even though on the surface they seem outgoing and overconfident. In many instances, they are the last to know what’s going on within a company, having been left out of internal conversations. It may be because they are on the road or out of the office or management doesn’t believe they need to know. No matter the reason, this only serves to perpetuate the outsider image within the company.
Measured by performance
In addition to how they are viewed, salespeople are typically measured solely by their performance. This is the nature of the sales process but it isn’t always a motivator. If those in project management, for example, make mistakes but work hard and do what they can to make it right, it’s unlikely they will be in jeopardy of losing their job or face reprimand unless there’s downsizing occurring. In sales, if you fall short of your targets and goals, the work ethic and steps to improve may have little impact on saving your job. This can make sales professionals feel vulnerable and stressed-out.
If a programmer needs a piece of software to do his job, it’s likely the company will move quickly to put in place. In fact, most needs within operations are addressed quickly. However, the sales team is frequently the last to have their needs met. Often they are armed with outdated marketing material, case studies that are no longer relevant or are years old or a Web site that is not reflective of their sales message. Though the sales representatives may state they need certain items to be successful, companies are slow to spend money and time in such areas. Do you think this has an impact on the way your sales professionals feel or see their place within the company? If they truly believe they need these tools, could it also impact their confidence?
Understand their struggles
Great sales leaders understand these challenges and much more. If you haven’t served in sales or you aren’t blessed with a great deal of empathy, it’s unlikely that these issues even come to mind. Many smaller organizations have their sales staff reporting to an owner or manager who doesn’t understand their struggles. They view the request for information, support, tools and more as complaining.
Leaders who know what it takes to motivate their sales team provide solid direction and keep their staff informed. They hold regular meetings where everyone is kept abreast of the company direction. They take time to mentor and train, as well as create an opportunity for their team to learn from each member. They listen to concerns and address them or take them up the ladder for resolution. They go to bat for their team when necessary and push to get them the support and tools to do their job. Leaders know how their team is measured and know that their own success is measured by their teams’ performances. Solid sales leaders know what makes each of their team members tick and find ways to motivate each person individually, not just as a team. Most importantly, sales leaders work to create synergy between sales and other internal departments and foster an atmosphere of collaboration. When I look at healthy businesses, the sales process complements the operations process. A sales leader can play a large role in making that reality.
Start by creating a champion
There are examples where companies have successful sales processes without someone leading the cause but if you want to ensure success, you’ll start by creating a champion for the sales process. If you can’t hire an experienced sales leader, find someone who is empathetic, wants to own something and is willing to earn the respect of the team. This last piece can be the hardest, since we all tend to respect leaders who have been in our shoes or are willing to do everything they are asking us to do. In my time managing sales professionals, I never once asked someone to do something I wouldn’t or hadn’t already done. In many cases, I showed them I was willing to take action, which went a long way toward earning their trust.
If you’re convinced you have the right manager or you’re not willing to invest in an experienced leader for your sales team, I highly recommend you invest in outside support to develop and train your team.
Critical to the success equation
When looking at a company’s opportunity for growth or long-term sustainability, the sales process is critical to the success equation that can make or break your sales engine. Fine-tune your sales management process and you might just find your company has the lead car approaching that checkered flag. It’s your race, what are you doing to make sure you’re leading the pack?