Improving Sales Performance

As a sales manager you do not always get the performance you would like from the sales team. This point is often raised on sales training courses and this article considers sales staff performance and looks at some of the actions that can be taken to improve sales performance.

When analyzing under performance, the first question to ask is: can’t s/he or won’t s/he? As a manager you should adapt your behaviour, according on your answer to this question.

The strategy that you decide will depend on the reasons for your staff’s successes or failures. The measures that you take will clearly differ, especially when you deal with a bad performance: if the sales person does not have the necessary skills that would contribute to  his success, then there is no point in taking punitive actions.  If, on the other hand, the sales person does not have the appropriate commitment, pressure needs to be exerted.

An survey of 256 sales managers revealed how they respond to the successes and failures of their sales teams.

The survey identified the following means of exerting pressure:

Threatened cut in staff salary
Threaten of dismissal
Cut in salary
“A good talking to”

The non-punitive measures identified when dealing with poor performance included:

Encouraging to perform better
Advice and training/coaching
Discussion regarding any problems that the sales person is experiencing

Sales managers saw the above non-punitive measures, as well as a transfer to another department, as the most suitable response to poor performance that was skill-related.

In regard to all the non-punitive measures, coaching or sales training is the most popular to address poor performance. Coaching involves offering to encourage the individual (the person being coached) so that he makes better use of his abilities and is able to target them better.

Coaching is time-consuming and is is only worthwhile if the individual possesses three attributes:

1.  The employee has high development potential.
2.  He is young and new to your sales team.
3.  He is likely take on management duties in the future.

To coach successfully you must have, first of all, a relationship of trust with the sales person.  Secondly, you must be convinced of the sales person’s ability to reach the desired goal.

As a coach you should

1. Observe closely.
2. Listen carefully.
3. Provide feedback.

Using a “coaching pavilion” enables you to be able visualize the required abilities. The coaching process begins with the preparation phase. This involves analyzing the current situation and offering to coach the employee.  Check where the sales person needs help (for example, being able to deal with client questions).  Also check whether coaching is worthwhile and how much time will be required.

Stage one involves observing the employee in action.  Keep a report of the results of your observations. The more precise your remarks, the more targeted your feedback will be.

The coaching session, following the observation phase, is the core of the process of qualifying and encouraging the employee.  Allow enough time for the talk and make sure you are not disturbed.

Do not make your mind up straight away. Give the employee the opportunity of thinking over the situation for himself.  The sales person often finds the key to his mental blocks through careful reflection. 

When conducting the coaching session, stick to the “RAFAEL Method”

R Report
A Alternatives
F Feedback
A Addressing problems
E Examining the next
L Level of development

R - Report: Ask the sales person to submit a report, including his assessment of the situation.  This is essential information if you are to progress. You discover whether his perception of himself matches yours.

A - Alternatives: Encourage the person to look at alternatives that would bring him nearer to his goal.

F - Feedback: As coach you need to give regular feedback.  Make sure that the feedback gets to the employee and is understood.  Show where the employee did well and also point out his mistakes.

A - Addressing problems: The discrepancies between his self-perception (report) and your external perception (feedback) are picked out as a central theme.  Discuss differences in your views and the reason for this discrepancy between the two.

E/L - Examine the next level of development: At the end of the session, you should discuss the next steps to reach the goal.

Attending a good sales management training course, sales training, or coaching session can also develop your ability to coach and mentor your people to improve sales performance.

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