Elevating Sales Performance

Business today is more competitive than ever. Whether sales are done by a dedicated sales force or by those with other duties there must be an effective sales effort. Regardless of how it is staffed, a successful company must have a high performance sales organization to be competitive and deliver results.

Have you ever wondered why two similar sales organizations, under similar conditions, perform differently? Both can have comparable product lines, competitive prices and provide excellent service, yet the difference in performance is dramatic.

One organization seems fraught with problems and resorts to price reductions to sell. There seems to be one obstacle after another stopping it from even reaching its sales target, much less ever exceeding it or hitting a "home run". Employees and management always seem to be looking to the future for an event, such as an improved economy, an additional lines or a new product introduction, to cause things to improve.

A second organization appears not only to be able to handle problems that occur but, despite these problems, achieves quotas in all areas and frequently hits a "home run" to really achieve success. Their salespeople consistently hold the line on prices and get healthy margins even in major accounts where others have to give concessions to get and keep business. They seem to be able to be successful regardless of the circumstances. Positive changes in the future, such as additional lines, new products or an improved economy, only enhance and increase their success.

Which organization sounds more like yours? The good news is, regardless of which sounds like yours, it can be improved and sales elevated. The organization fraught with problems can achieve success and the successful organization can reach even greater heights. To be able to make this improvement, we must first understand the difference between the two organizations and capitalize on them.

In our experience, the primary differences between these types of organizations boils down to two areas. All results, whether positive or negative, can be traced back to the attitudes and actions of the staff, especially in relation to sales. These two essential differences are the reasons vastly different results occur, even when both organizations are focusing on the primary elements that cause performance.

Attitude, motivation and drive are the energy and fuel for the organization's success. The best plans in the world will not succeed unless there is drive and a belief in success. The attitudes of people who sell and serve customers are influenced at a minimum and some even say determined by their manager and top management. It begins with the hiring decision. It is very important that special care be taken when hiring salespeople. It can be easy to look at the apparent skills or past success of a candidate and feel that attitudes or values can be overlooked. The ability to sell is important but don't underestimate the importance of the values and attitudes that will be communicated to and shared with others.

ATTITUDES ARE CONTAGIOUS. Ask yourself if the attitudes of potential new employees are worth catching and if you want the rest of the organization to catch them. The values, motivation and capability of a person, especially a salesperson, determines the degree of difficulty of managing the individual and the staff.

The most critical attitude in an organization is that of the sales manager or sales leader. The expectations of this of this person have a tremendous effect on the results and success of a salesperson and the sales team. Psychologists have documented how a manager influences subordinates and their performance. In no area is this "Pygmalion Effect" more important than in sales and the performance of salespeople.

Salespeople tend to adapt their behavior to the expectations of their sales managers. Because of this tendency to adapt behavior to expectations, performance tends to become a self-fulfilling prophecy. Managers, who expect high performance, communicate their expectations and, as a result, tend to get high performance.

Actions of management are critical. They are like the rudder of a ship and determine its direction. Even if the ship has the energy and fuel to propel it, without the right actions to direct it, it will run aground. These actions in the primary areas of staffing, developing and managing will direct the organization and determine its short and long-term performance.

For a sales manager to create a high performing sales organization, it requires specific skills and actions which may be very different than those they are familiar with and those that made them successful. Many tend to "sell" or persuade a salesperson to do something when managing would be more effective.

Managers, especially new ones or experienced ones close to the selling effort, must distinguish the difference between selling and managing and learn when to use each. Better skills and actions produce better results. The good news is that these skills can be easily learned and actions can be taken which will produce an increased sales performance.

Continuously evaluating and analyzing to find ways to increase sales performance will pay dividends. If you would like a complimentary copy of the SALES PERFORMANCE EVALUATION, please email info@outlawgroup.com and put Sales Performance Evaluation Request in the subject line. We will forward a copy, which fits your organization size and type, so you can identify actions needed to improve the sales performance of your organization.

No matter what your level of sales performance of your team or company, it can be improved. It doesn't need to wait for any other factors, such as an improved economy, an additional lines or a new product launch. It can begin today, fueled by your attitude and directed by your actions.

A High Performance Sales Organization is a self-fulfilling prophecy. Fulfill your prophecy.