When you ask most people about the sales training they’ve received, the answers will likely be very similar:
You reach out to the customer, engage the gatekeeper, the executives, but ultimately trying to get in front of the decision-maker. Once in front of the decision-maker, you build rapport, set some expectations, and ask some questions to get a better understanding of the pain your customer is feeling, whether it’s realized or not. The types of questions asked typically start with broad open-ended questions, and as you go along you keep digging deeper in order to uncover a pain the customer doesn’t know they have. There are some additional questions asked, and steps that follow, but up to this point, your goal has been to really get to know your customers’ needs, and what you can do to help them become more successful prior to gaining their commitment.
Why do you really care whether, or not they’re successful? Aren’t you really just trying to close the deal and take another check to the bank? Hopefully your answer is no. The check is a nice reward, and an indication of a job well done, but yes, you should care whether or not they’re successful. A customer that has invested time and money, as well as trust in you as their guide to a more successful business can pay huge dividends in the future, whether it be future business with them, or an endorsement for others to seek out your services.
If we can agree that building rapport, asking some tough questions, and understanding customers’ pain is important in building successful and lasting business relationships, presumably based on trust, why do we not do the same thing with our sales teams?
How many sales managers truly know the members of their team? When you first met with your team, did you address them as a team, or take the time to meet with each of them individually? Did you put in the same amount of effort into building rapport with each individual as you would have a million dollar sales opportunity?
Sometimes, the manager/employee relationship can be taken for granted. Either the team was already in place when the manager took over, or the manager hired some/all members of the team. In either case, it’s assumed that everyone is on the same page, with the same goals, with the same drivers. The manager’s goal could be to exceed quota in order to make more money. More money, the whole team should have that goal, right? You would assume so, and you could also assume the goal of more money is why the employees took a sales job. Well what if the reason an employee took the sales job is because they’re insecure with themselves, and closing a deal is the constant reinforcement that they need to gain enough confidence just to make it to the next week? In this case, the money could be the secondary or tertiary driver, so talking to them about making more money could fall on deaf ears. However, the manager could motivate the employee with a little confidence boosters by simply speaking some kind words from time to time, which they might find to be a lot more effective.
There may be an employee that’s simply in their role until another company with a more desirable culture has an opening. They meet the minimum requirements, but there’s no passion. No need to invest time in that employee, right? Wrong. Why do they want to leave the company they’re already with? What if they want to leave because they feel like their previous manager just didn’t care? What if they feel like they don’t have the tools to excel? As the manager, you can provide those tools, and show that you care, ultimately leading to greater success. Now you have an employee that can do better work, potentially exceeding quota, and trusts in the support structure for years to come. Just by taking a sincere interest in that employee, asking a couple of questions, you’re able to save the company thousands of dollars in recruiting, hiring, and downtime, and have an asset that can deliver for an extended period of time.
By putting forth the same, or more effort into your Team as you would a deal, you’re showing them that they matter to you at least as much as the deals you plan on closing together. Building rapport builds trust. It takes a little more time, but the more trust there is, the more communication there is. When a team effectively communicates, they’re better able to collaborate, bounce ideas off of each other, be on the lookout for common issues that may arise, and share best practices. Individually ask your Team some broad, open-ended questions to get a better idea of who they are, what drives them, what pains they may have that can negatively impact their performance. When you take an interest in identifying problems that they don’t know they have, and therefore don’t know are negatively impacting their performance, you become a trusted advisor. Work with them on finding solutions, or the support they need. Sometimes just a quick word on how they’re performing can ease a lot of tension. Now before you step out with these newly formed bonds, be sure to gain their commitment. A sale isn’t a sale until you’ve gained commitment from your customer. Gain commitment from your Team, that you’ll work toward a common goal. You’ve established the lines of communication, so that anytime either of you feel you’re not meeting the agreed upon standards, a quick conversation won’t be viewed as a negative. You can now go forth as a Team versus a bunch of individuals with varying goals.
As you transition from being a manager to a leader, you’ll see a more inspired Team. You’ll see a Team that is driven to perform for the overall benefit of the Team and company. They’ll put in the extra hours for you, and close more deals.
