To speed up the hiring process, managers may be tempted to bring in the same kind of sales rep who worked well in the past. Sona Jepsen, entrepreneur.com guest writer and vice president for Fidelity National Information Services (FIS) suggests a different thought process for hiring and training sales reps.
Category: Coaching+Goal Setting Tips
The way you work with your team members, coaching versus managing, will mean the difference between success and failure in the long term. To learn about the differences between coaching and managing, check out the work published by Jack Zenger and Joseph Folkman.
To make a splash in the marketplace, businesses will often establish a compensation system that rewards salespeople to take huge risks in exchange for the chance to earn huge sums. Research published in Kellogg Insight also associates these kinds of compensation models with the recent near collapse of our financial systems.
Promoting your best worker into a management role doesn’t mean he’ll automatically make a great team leader. If your company doesn’t provide the right type of support to this new manager, you’re risking a huge failure.
If your new sales assistant seems intimidated by the bully in the budget office, she might be in the habit of relying on you to get the monthly sales numbers. To prevent this situation from getting out of hand, follow the advice of Marlene Chism and train your team members to solve more of their own problems.
When it comes to employee training, you must concern yourself not only with what is taught, but also with how it will be learned by your employees. After all, the best training in the world will be wasted if your employees cannot retain and apply it.
As Rob Carucci points out in his recent Forbes column, executives who steal from the company or harass subordinates are fodder for news talk shows and late-night comedy mockery. Those kinds of blunders can bring a company down, but other kinds of leader errors cause problems, too.
73% of sales reps have, at some point in their career, left a company of their own accord, according to a January 2017 survey of 725 U.S. sales representatives by my firm SalesFuel. It’s a fact that one of the biggest headaches for sales managers these days is trying to find and hire good salespeople. I often get asked about the best places to find sales talent and how to reel in the best candidates. But it’s more productive to look at the problem from a different angle.
As a manager, you’ve probably noticed that some new reps excel at following up on leads and closing deals, while others don’t. The problem for some lower-performing reps is tied to a lack of mental toughness, in Gregg Swanson’s opinion.