| For every handful of sales managers who are | | | | getting from prospects and customers. Besides, |
| giving it their all, there are one or two who are | | | | doing so will help you to understand where your |
| hanging back, collecting a paycheck, and waiting | | | | salespeople are in their development, what their |
| for better times. Holding onto that kind of | | | | strengths and weaknesses are, and how you can |
| attitude, however, is no way to lead a sales | | | | train and motivate them going forward. |
| department - and it's no way to set an example | | | | 5. Integrate product knowledge: |
| for your sales team, either. | | | | The more your salespeople know and understand |
| With that in mind, I'd like to offer eight high | | | | the products and services your company offers, |
| octane sales management tips that work in any | | | | the better job they can do explaining the benefits |
| economy: | | | | of buying to prospective clients. And yet, |
| 1. Get people excited: | | | | especially when things are tough, lots of managers |
| The one thing every sales person needs - and | | | | like to focus solely on motivation, leaving product |
| one of the only things you can give them without | | | | knowledge for another time. Don't fall for that |
| stretching your department's budget - is | | | | trap: make sure every member of your team |
| enthusiasm. With it, no sale seems too out of | | | | doesn't just know the ins and outs of what |
| reach; without it, even the best-qualified prospects | | | | they're selling, but can explain them in a way that |
| are bound to slip away. Hold contests, bring in | | | | leads to signed orders. |
| trainers, or do whatever else you need to do to | | | | 6. Teach a sales system: |
| get people excited - enthusiasm won't cure every | | | | In a tough sales environment, it's easy for things |
| problem the economy or a competitor throws | | | | to get sloppy. A good sales system can keep |
| your way, but it's a good first step in the right | | | | your staff focused on the process of finding |
| direction. | | | | prospects, qualifying them, and then negotiating |
| 2. Focus on what you can control: | | | | and closing them into new accounts. A poor |
| There's really no use in getting worked up over | | | | economic climate means you should be doing |
| things that are happening outside your walls, since | | | | everything you can to close as many sales as |
| you usually can't do much to affect them. So | | | | possible - and not squandering those opportunities |
| make sure that you and your sales team are | | | | that are remaining. |
| focused on what you can control - your own | | | | 7. Turn your sales department into a sales |
| attitudes and activities. Decide you're not going to | | | | university: |
| let up or lower your goals, and then plan | | | | Constant learning is a hallmark of great producers |
| accordingly. You might not be able to fix every | | | | and superstar selling teams, so take advantage of |
| problem, but you can keep control over the way | | | | the down time a rough economy offers to make |
| you work and feel. | | | | your staff better. Not only will they be more |
| 3. Find the good news: | | | | prepared when the upswing comes, but a steady |
| It's easy for your sales producers to become | | | | diet of books, videos, and seminars on selling will |
| discouraged when they're facing an onslaught of | | | | keep them focused in the meantime. |
| bad employment reports, terrible news within the | | | | 8. Practice smart hiring: |
| industry, layoffs at other firms, worries at home, | | | | Lots of sales managers complain about the poor |
| and dozens of other nagging problems that come | | | | salespeople on their staffs, but who is to blame |
| with the slow economy. Balance things out once in | | | | for this problem? In most cases, they wish they |
| a while by bringing up the good news. Show your | | | | had stronger salespeople only because they were |
| sales people that buyers are still out there, the | | | | too lazy to find and hire better candidates. Even |
| economy will eventually turn around, and that it's | | | | though you might not be adding salespeople until |
| still a great time to be selling. | | | | things pick up, learn the attributes of the strong |
| 4. Go into the field: | | | | sales person and how to identify them in |
| It won't ever matter what you say to the | | | | interviews, personality assessments, and other |
| producers on your staff if they think you don't | | | | tools at your disposal. The last thing you want to |
| understand the reality they are facing every day. | | | | do - in this market or any other - is find yourself |
| That's why, in a soft economy, it's more | | | | trying to train someone who was always a poor |
| important than ever to get out in the field and | | | | candidate for sales. |
| see what kind of feedback your salespeople are | | | | |