author-Jeffrey Gitomer

 

 

 

 

 

 

Is it a sales plan or a state of mind that feels support?

All salespeople are given a plan, a quota, or some kind of “numbers” to achieve as a major part of their job requirement.

The key word is “part.” The plan or the quota is a SMALL part of the achievement process.

How the company and leader supports the salesperson and his or her sales effort is another part – the MAJOR part.

The tools, the training, and the encouragement to achieve will determine the salesperson’s ultimate belief, effort, and outcome. (AKA: Results)

Sales leaders will always make value judgments on their salespeople’s ability to produce numbers, but rarely will they step up to bat and self-evaluate their own effort to support and encourage their salespeople.

Sales leaders are quick to judge the capability of their salespeople strictly by the numbers. They get reports to keep accountability high. They get reports to check on activity. They get reports to check the numbers.

CLASSIC EXAMPLE: If the number each salesperson is to achieve requires cold calling as a major part of the sales function, more than 50% will NOT make the grade. They will become discouraged by a 95% or more failure (rejection) rate, be unhappy, feel pressure, most likely lie on their sales report, and ultimately quit (or be fired).

SALES REALITY: Most salespeople resent the fact that they are held accountable for certain numbers that don’t have anything to do with actually making sales. In addition, most salespeople resent the fact that their sales training is focused on the product rather than selling skills.

BIGGER SALES REALITY. Sales is not numbers, it’s a rhythm. Any kind of sales requires you to get into a rhythm, and that rhythm be consistent. It’s not the song, it’s the backbeat. Backbeat provides the glue to music. Bass and drums, not lead guitar or vocals. Consistent beat, not a one-minute solo.

BIGGEST SALES REALITY. In order for salespeople to feel “in the groove,” and get the sales rhythm, there has to be leadership support, and there has to be leadership encouragement.

Leadership has to change the word accountability to the word responsibility. The salesperson is responsible for himself or herself, responsible for their outcomes, and responsible to their boss and their company for productivity.

Once the salesperson becomes a responsible salesperson they are automatically accountable to everyone without ever saying the word “accountable.”

But the boss and the company also have their own responsibility to support that salesperson 150%.

Here are the 7.5 responsibilities sales leadership has to salespeople in order for them to make their numbers happen without ever saying the word “accountability”:

7.5 Internal harmony. Whatever your internal process is, there must be a harmony between sales, accounting, shipping, and any internal administration that deals directly with salespeople and/or customers.   

I’ve just given you the tip of the sales performance iceberg. Most of the iceberg is not visible if the salesperson is fighting market conditions, customers, and competition to gain a competitive and profitable edge.

NON-SECRET FORMULA FOR SALES SUCCESS: Give salespeople encouragement and support and they will give you sales.

Jeffrey Gitomer is the author of twelve best-selling books including The Sales BibleThe Little Red Book of Selling, and 21.5 Unbreakable Laws of Selling. His books are now available as online courses at www.GitomerVT.com. For information about training and seminars visit www.Gitomer.com or www.GitomerCertifiedAdvisors.com or email Jeffrey personally at  .

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