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How do you support underperforming sales reps?
What tactics do you use to support and motivate underperforming sales reps?
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3 Answers
I believe the key to any sales relationship, including team members, is open communication. Sit down and talk with the salesperson to find out exactly what the issue is. The problem might not even be of a business nature. Maybe he has something personal going on, maybe he feels overwhelmed by a project or task or maybe doesn't thoroughly understand his role in a task. Whatever it is, once you talk with him you can formulate a plan toward a solution.
If it is simply a sales performance issue then I'd have the salesperson complete a sales plan...a 30-60-90 plan works well for this task to get him back on track. Have him complete a spreadsheet of prospects that he thinks will close in the next 30 days, 60 days and 90 days...along with prospecting activities (new prospects, follow-up, cold calls, proposals, etc) to feed the pipeline. I take it a step further and have reps add percentage to close columns...50%, 70%, 90%. This way he can see progress spelled out in real terms. By completing this simple task he will display for himself (and you) exactly what is really going on for him. Does he have enough prospects in his funnel to live up to the closing expectations he has listed? Are the deals he has in the 30 day column real or is he kidding himself? Is he doing enough prospecting activities to support the closing projections? Have him or her repeat this exercise on a weekly basis so that you (and he) can see progress in funnel development. This will show him exactly what he needs to do to get back on track and will also build confidence by putting everything on paper...as well as serving as a reality check for what's real and what's not. Of course, give him the firm impression that he has to live up to whatever he puts in the plan. This will make him think seriously about his sales activities in depth.
Hello Mary,
Great question, thanks for submitting. I have found the first thing I do is understand the sales rep and have empathy towards their situation. As a manager I always need to better support my best assets, I encourage an attitude of growth, activity and sharing (GAS principle).
I am finding myself spending more time on sales calls, listening in on phone conversations, and observing the closing process. Once I have done this I have the knowledge to provide first hand feedback.
Our sales meetings are about growing as a sales professional, sharing specific sales scenarios and discuss objections we are seeing. As corny as it sounds we regularly role play, practice asking good questions, practice listening and handling objections. As a manager I believe I need to focus on making each person better at their job. If I can do that the numbers will steadily improve.
We also challenge our reps to be active experts in our field by joining organizations, but that is just the tip of the ice berg. We expect our sales reps to volunteer on committees and actively participating in the organizations we support.
Make no mistake, if someone is not contributing in our sales meetings, chances are they aren't going to last.
Mary –
First, I don’t think you want to “support underperformers.” You want to be supportive your team, but at some point, may have to replace an underachiever.
A suggestion:
1. Meet privately and individually with your underperformers.
2. Address the issues related to their performance.
3. Identify possible causes for the performance quality
4. Determine a mutually acceptable response to these causes that are specific, measureable, time-driven, and realistic.
5. Identify and provide the support that your salesperson requires in order for her/him to improve
6. Closely monitor progress (results) and the salesperson’s correct application of the resolutions. (i.e., if the resolution requires a strategy, ensure your salesperson’s ability to correctly apply the strategy.)
7. IMPORTANT: Come to an agreement with your salesperson about the possible next steps or consequences should the resolutions fails to yield improvement. Your salesperson should not have any reason to believe subpar performance will be allowed to continue.
This is general advice only, of course. That is. a more effective solution may be possible given greater detail about the situation.
I’d be happy to help.
Steve
esm4 | The Sales Standard
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