Viewing Posts for: Maureen Hunzicker
The talent pool for sales leadership comes from successful sales professionals. Organizations often reward excellence in selling by promotion into leadership roles. But, what’s missing is the realization that different skill sets are required for selling vs. managing those who sell.
Sale leaders need to build on their understanding of the sales process by adding skills in developmental sales coaching. At Richardson, we define this as an effective and time-efficient incremental coaching process that achieves results and helps make sales professionals responsible for their own development. At its foundation, this involves a shift from being a boss who evaluates performance to becoming a coach who develops team members by empowering their own growth.
What I see most often in new sales leaders is a tendency to be driven solely by metrics. They focus on deliverables from their team: the number of sales calls made, reports filed on time, and sales forecasts. These new leaders have been successful in the field, and they want to continue that success. What they don’t realize is their ability to achieve greater success rests with their capability to effectively manage their team. They need to develop their observation skills to assess how their people are doing and where they might need help. They need to recognize what’s going well, coach to verifiable outcomes, and give constructive feedback to drive success for the individual, the team, and the organization.
Moving from individual contributor to sales » Continue Reading.
Selling is a human activity. So, it makes sense for sales leadership to take a human approach to motivating their sales professionals.
On a business level, this means insuring your people have all the resources that they need to be successful and mitigating any obstacles that stand in the way.
On a personal level, it means taking the time to get inside the head of each member of your sales team to understand what is important to them and why. Do they value challenges? Do they look for recognition? Is being a part of a team important to them?
We are all different, with different strengths, and motivated by different things. The more you, as a sales leader, get to know the individuals on your sales team, the more effective you can be in articulating and driving desired behaviors. Performance for the individual and the team should improve, with your organization — and the customer — benefiting in the process.
Consider this typical leadership scenario: the ride along. Ideally, the ride along presents a mutual learning opportunity in which sales leaders see first-hand how their team members pursue a prospect or interact with a client, and sales professionals gain constructive coaching and feedback from their leaders.
What happens too often, however, is the sales leader reacts instead of responding appropriately: “I can’t believe you said that in the meeting. What were you thinking?” Or, sales leaders will jump straight to » Continue Reading.