10 Tips To Improve Sales- For Managers
by:
Will Holmes
Founder
Will Holmes Consulting
www.willholmesconsulting.com
You have been given an objective- Improve Sales! As the Manager, it is your responsibility to ensure success. Where do you start? We recommend that you consider the following:
1. Make certain that you clearly understand the objective and the measurements for success. What is it that you really need to do? How will you know that you have improved? Are you currently able to measure the right behaviors and right outcomes? Do any measurements exist? Do you need to create measurements and reporting?
These measurements, often called Key Performance Indicators or Performance Metrics, are your gauges for success. How do you know if you hit your objective or if you are successful? This is important. You will waste time and resources if you motivate staff to modify certain behaviors that have no bearing on what is really expected.
For example, you have been told to, "Improve Sales!" What does that mean? Quantity? Quality? Do you tell your staff to talk to more people or do you tell them to take more time with each prospect? Should they talk to more "high value" clients? Should they focus on upselling or referrals? Depending on your product or service, the answer may vary.
TIP: Using historical performance data and observation, you may be able to determine what best practices and techniques normally give the desired results. If you have no historical data, model your "best" agent and document what they are doing. Hopefully, their techniques can be used for developing standard operating procedures and training programs if they do not already exist. At a minimum, these techniques (if deemed proper) can be transcribed and shared in a Best Practices document with team members. Maybe it's the total number of sales, or the average revenue per sale, or the average sales per agent... Have an honest discussion with the leaders in your organization and determine what measurements really show that the company's sales are improving. If you cannot measure it, you cannot improve it.
2. Once you and the organization have agreed upon the right measurements, examine your limitations. Do you have enough time and staff? Do you have adequate technology? How is your budget? Do you have money for incentives, rewards and recognition? Is this objective possible with the available resources?
We recommend that you present your team with a goal that is higher than what is expected by the organization. Why? Because unforeseen "things" will happen that you cannot control. Having that cushion will come in handy if the system goes down on the last day of the month. But be advised, no one celebrates failed attempts at unrealistic goals.
So, you must know your team's capabilities. How has their production historically been at this time of year? How is their morale? How much more effort is needed to hit this goal? What's in it for them?
If you do not have what you need, ask for it. It is better to determine that a goal is unrealistic before you get started. Later, it will be much more difficult to explain why you failed because of inadequate resources.
3. Once you have determined that you have adequate resources, break your big objective into little goals. For example, if you have one month to achieve the objective, figure out your weekly and daily goals for your team. If you set these milestones and monitor your progress, it will be easier to stay on track.
4. Meet with your team members separately. This should be prior to the team meeting where you plan to officially present the new team goal. Higher expectations presented in private "One on One" sessions with your staff members allow you to assess your staff's understanding of their perceived limitations. This is also your opportunity to make realistic, mutually agreed upon individual goals and push them to tap into their "discretionary effort."
Furthermore, this meeting allows you to get their "buy in" to the team and organizational goals. Once you have commitments from individual staff members, add those individual commitments up and you now have your team expectation. Also, take the time to address any resistance. These same questions will come up later in the group meeting, so address them now.
5. Schedule a group meeting and sit down with the team to explain the new team goal. Present any approved incentive programs and explain the importance of the initiative. By the end of the meeting, their individual goals should be aligned with that of the team and the organization. If your "One on One" sessions went well, you should have dealt with most objections during the sessions. Worst case, be prepared to quell any protests.
6. Give daily updates with recognition to those meeting the daily and weekly goals. Give special recognition to those exceeding the daily and weekly goals. Let them know that you are watching. Bring their attention to details like how many days are left in the week, in the month... How many more sales are needed today, this week... Give guidance.
7. Schedule standing meetings to discuss company updates, market trends and job specific best practices. Let the team share their successes and needs. Talk openly about ways to deal with certain objections or more efficient means for using the system. Let the "top producers" share their secrets for success. Foster an environment where people help one another, even if there is competition.
8. Be consistent in your feedback. When you see good behaviors, immediately recognize them for their efforts. If you see bad behaviors, check in and ask questions to determine what, if anything, needs adjustment. Always praise in public but discipline in private. For those not meeting the expectations, you should meet with them to determine the "blockers" that are hindering their performance. If more training is required, make time for it. If they need more attention, give it to them. Work with them to remove those blockers and reinforce the importance of the goal.
9. Do what is necessary to keep the team focused. Remove distractions whenever possible. Unforeseen difficulties will arise like system problems, bad weather and changes in the market. However, as their leader, you must work to remove obstacles, fix emergencies and keep the team on track.
10. Keep the morale high and show your team that you appreciate them. Do not be dismayed if you do not have a budget for rewards and recognition. A kind word from a trusted leader is valuable. Be creative and consistent. Keep spirits up and you will meet your goals.
If you have questions, feel free to contact us directly at contact@willholmesconsulting.com
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