Let the manager who has never had to deal with a sales team that was not performing these things there cast the first stone. This is a very common situation in the daily lives of companies.
It turns out that sometimes the problem is not necessarily with the team. Have you thought about it?
Well, one of the most important tasks – and, coincidentally, the most neglected by managers – is to keep your team motivated. Team members must be willing to give blood and sweat until 48 of the second half, regardless of area or sector.
Do you have difficulties in how to engage your team?
I’m tired of coming across sales managers who believe that just one challenging (but not impossible) goal, one OK commission and their salespeople will become the new sales CR7’s.
Who doesn’t want a team only made up of stars?
If you are one of those, I regret to inform you that you have never been so wrong.
You see, I’m not saying that goals and commissioning are unimportant. However, alone they are not enough to make your sales team the dream team.
Engaging your sales team is trickier than it sounds, but good reads can put you in the right direction. So now I’m going to teach you how to engage your team and become a better manager.
How to engage your sales team
Be a disciplined, data-driven and exemplary leader.
How do you know if your team’s performance performed better in the third quarter than in the first 2?
Consult your database. It will give you the answer and the direction of what your decisions should be going forward, so stay tuned, the data has a lot to tell you.
A good leader works not only with his intuition but mainly with data, as these are indisputable.
But as the popular saying goes, nothing too much is good for you. And, unfortunately, this is also true in this case.
The data, despite being great allies, are not enough. That’s because they only tell you what’s going on and not the “how” or the “why”.
Data does not consider (despite reflecting) the human side of a sales process. Sometimes that’s where you’ll have to look for the problem and define the solution.
People tend to look for examples in their lives, both negative and positive. And this is no different in the work environment.
It’s imperative that your team sees you as the example of the sales professional they want to become. And for that to happen, you must act as such.
Always carry out training based on indicators
If I had to choose a single sentence in this entire text to ensure that you reader will absorb it, it would definitely be this:
A process will never be good enough that it cannot be improved.
That said, know that the same can be said of a professional. No one will ever be good enough that they cannot improve.
Give your team ongoing coaching, help members develop. They will feel more valued (and more motivated) and, as a result, will perform better.
There are several coaching techniques, but remember that they should happen individually and be focused on each salesperson’s weaknesses.
These points can be observed through well-structured metrics, used when evaluating your sales process as a whole.
If you know your team’s success rate, you know where they need coaching
Develop your intuition to handle difficult situations
Disregarding the singularities of each sales situation, in most of them, the process will occur naturally, without deviating from the pattern that the salesperson is used to.
What differentiates a good salesperson from an excellent salesperson is precisely the few bad situations, where things go off the rails and the way he handles it. And it is at these times that you, the manager, need intuition.
Intuition is nothing more than your brain analyzing experiences, decisions and results, and unconsciously telling you what to do.
Unfortunately, not all people develop this, you need to be one of the few who do. Your followers will often seek your help in dealing with unique situations and your job is to be able to help them with that.
Have horizontal communication
Much is said about horizontality, but little is practiced. Keeping an open line of communication with your team members is the best way to keep them around, to understand them, to make them feel part of the team.
Encourage two-way feedback, ask them what they believe you can change in your process and what they should change in their process.
A good leader is not one who goes down a level to help execute, but one who brings the followers up a level to help manage e.g. Managers of Taj
You don’t need to pay dinner for the team, but talk to them!
Have a well-structured and defined commissioning model
First, it is worth noting that it is impossible to talk about commissioning without talking about goals.
One of the most widely used attempts to engage a sales force is to offer higher commissions with impossible goals.
You see, I’m not saying that doing this is wrong, just that the way it’s done is usually wrong.
If you want to learn a little more about how to structure the commissioning of your sales team, take a look at this article here.
What not to do to engage your team
fail to develop
As I said above, a leader cannot point to examples, he has to be the example. If you expect your team to keep developing constantly, do the same.
After all, how would you feel if after spending hours and hours in your professional development, you realized that you added more knowledge than your manager?
At the very least, wronged, unmotivated, and with the feeling that I should be in his shoes, right?
Avoid this feeling in your team by setting the example of someone looking to improve themselves.
Demand more than you would
Again, if you couldn’t meet the goals you’re setting, why should your team do it?
This topic is not necessarily about how not to motivate your team, but rather how not to demotivate them.
Your team sees you as an example to follow. And, if not even the example has the capacity to accomplish what was established, they will work with the psychological downcast and both hands tied.
Not valuing the job well done
The overwhelming majority of managers tend to draw attention when something is wrong and simply say nothing when the person they lead does a good job. In their minds, the team member is doing nothing more than expected.
Do you think so too?
This may even be true. However, many salespeople are not only driven by high commissions, but also by a sense of recognition.
Draw attention when necessary, but value the good work done on a day-to-day basis.
Good individual work = good results for the team
This is a way of giving small feedbacks to your salespeople, showing that you’ve noticed the points where he’s trying hardest and that he should stay that way.
Conclusion – Want to know how to engage your team? Be a leader!
There is a huge gap between being a boss and being a leader. The boss has power only because his position gives him authority, whereas the leader is the one who conquers his power (even if the position doesn’t) through influence and admiration.
In the end, it’s no use knowing the entire sales process and ignoring an essential part of how the process works – the human factor.
Motivating a salesperson requires not only challenging goals, but also a very well-structured commissioning model, constant coaching sessions, tracking results and last but not least, setting an example.
Are these all the factors? Not! But they have the greatest impact on motivation and, consequently, on results. If you cover these areas of the field, I can assure you of winning the game for your company.
Now you know how to engage your team! Tell me down here in the comments what you have been doing and if I can help you with anything.