The Sales Leader's Problem Solver

Practical Solutions to Conquer Management Mess-ups, Handle Difficult Sales Reps, and Make the Most of Every Opportunity

Suzanne Paling

• Publisher: Career Press
• Year: 2016
• ISBN:
  9781632659316
• Topic: Business
• Subtopic: Sales
• Index: Business

This is the book every sales manager wishes they had—before they accepted the job. The advice within acts as a 24/7 coach for beleaguered sales leaders dealing with perplexing dilemmas.Sales leaders (managers, directors, and vice presidents) advocate for and often succeed in getting sales training for their reps, but when they request sales management training for themselves, the answer is often no. This lack of formal instruction lowers their chances of success.Drawn from the author's experiences as a sales manager, sales management consultant, and coach, The Sales Leader's Problem Solver offers guidance on solving common but difficult issues with the salesperson who:

• Sells inconsistently.
  
• Cheats on sales contests.
  
• Doesn't enter data in the CRM.
  
• Calls only on the largest or easiest clients.
  
• Won't prospect for new business.By providing a consistent format to follow, Suzanne Paling will help any sales leader level-headedly deal with any challenge by:
  
• Clarifying the issue.
  
• Creating a plan.
  
• Presenting a solution to executives.
  
• Discussing the issue with the rep(s) in question. The Sales Leader's Problem Solver is a powerful tool that will help new and experienced sales managers lead their teams and develop their reputations as fair, effective, no-nonsense problem solvers.

Chapter 1
The Inconsistent Sales Rep

Looking over the numbers for February, sales manager Kyle sees that Stan exceeded his quota by 30 percent. Kyle wants to jump for joy. He used to; he knows better now. In March, Stan will just miss his goal, and then be off by 20 percent in April. He’ll squeak by in June, while playing the role of hero in July, exceeding quota by 25 percent. And on and on it will go, month after month, quarter after quarter, all year long.

Discussions with Stan about his up and down, roller coaster-like performance prove fruitless. A friendly likeable guy, he puts Kyle’s suggestions to use almost immediately. A few weeks later he stops. Kyle then questions why he bothered.

Later that day he meets with Maria to talk about her uncharacteristically low February numbers. She looks at him and says, “I know. I really ‘pulled a Stan’ didn’t I?” Kyle realizes Stan’s erratic numbers have become a staff joke. As the leader, he knows this makes him look bad, too.

Given his erratic performance, Stan either just makes or just misses his annual sales number—every year. Kyle sticks with him because when he’s on, he’s on. He comes through sometimes like no other rep. Kyle wishes he knew how to handle this situation.

Problem summary

Sales rep

• Achieves quota inconsistently

• Occasionally closes a record number of sales to save the month or quarter

• Affects team morale and income with erratic performances

Sales manager

• Cannot count on the rep to achieve quota

• Wastes time speaking to and coaching the rep

• Knows sales staff thinks he enables the behavior

Companies depend on salespeople achieving quota. When this doesn’t happen, cash flow problems, terminations, layoffs, and outright business failures take place. Organizations hire sales executives to guide this effort.

Sales executives tolerating an inconsistent sales performance unwittingly sanction this behavior. It calls into question their ability to lead their group. The situation has to be brought under control.

Getting started

Minimize feelings of frustration with the rep by gathering and analyzing the facts. Identify cycles and patterns. Run the numbers in different ways to determine this rep’s:

• Monthly average.

• Seasonal highs or lows.

• Highest and lowest revenue months.

• Months of missed quota.

• Strongest and weakest product area.

The following chart compares the reps’ annual sales results (monthly quota $90,000).

A manager looking at these numbers sees that Jed struggled early in the year. He recovered and exceeded quota since then. Maria missed her February goal. Though never a top producer, her sales remain steady.

Stan reaches a high of $117,030 in February, just hits quota in March, and then misses quota for four consecutive months. His sales climb back up in August, reach a high in September, and drop in October. He misses quota in November and December.

The following chart compares the reps’ monthly average:

Maria reached a high in July ($96,900) versus Stan ($124,000) in September. Yet she outsells him by $3,000 for the year. His low months affect his annual performance.

After reviewing the data further, a manager might realize this rep:

• Goes from a high to a medium to a low month.

• Experiences trouble recovering from a low month.

• Underperforms several months in a row.

The manager wants to shout, “Come into my office. I’ve solved the problem. Now I know why you have good and bad months. Here. Look at the numbers. We can stop this!! Don’t let a shaky start to the month get you down. If you stay positive, you’ll hit the goal!”

Keep the celebration on hold. The manager uncovered a pattern. He doesn’t yet understand the problem nor have a solution.

Create a plan

If a rep cycles between achieving and missing quota without facing any consequences, a policy gap may be to blame. No mechanism exists for dealing with the problem.

Start addressing the situation through modifications to the sales policy manual. Consider potential wording such as:

Sales representatives failing to achieve quota for two consecutive months will be placed on probation. Those reps falling to achieve quota for a third month must meet with their manager to determine the next course of action—up to and including termination.

Salespeople sometimes just make or miss a quota, whereas the other reps exceed their goal comfortably. Hold reps accountable when their monthly average falls below the group’s average:

Sales representatives falling below the group average for two consecutive months will be placed on probation. If a rep falls below the group average for a third month, they must meet with their manager to determine the next course of action—up to and including termination.

Conceivably a rep could miss quota for two consecutive months, achieve quota the next, then miss for another two months running. Avoid this management energy drain through the following:

Should a sales representative fall below the group average or fail to achieve quota for two consecutive months, twice in the same business year, they will be subject to termination.

Quick tip: When considering a change to the sales policy and procedures manual, take the opportunity to revisit the entire document. Make additional updates or revisions as needed. Doing so lessens the focus on the inconsistent performer on staff.

Present the plan to executives

Review the charts and graphs with your direct supervisor. Discuss the findings. Present suggested sales policy manual additions or alterations for their approval. Be prepared to offer potential solutions for this particular problem.

Most company leaders, in my experience, make interesting and accurate observations about people. Removed from the day-to-day managing of the sales reps, they view things differently. Take advantage of this and benefit from their input and guidance. Listen to what they have to say. They may point out a few things you didn’t think of.

Address the issue with the rep

Not all “up and down” reps struggle in the same way. This problem shows up in different patterns, including:

• The “closing frenzy” rep: lackluster sales during the first few weeks of the month, followed by a rush to close deals during the last week.

• The “fading” rep: solid sales during the first two weeks of the month that dwindle during the last two weeks.

• The “collapsing” rep: three strong weeks of monthly sales, followed by a week of poor sales.

Each scenario leads to the same issue: unpredictable, roller coaster months or quarters. Understand the specific pattern before meeting one-on-one with the rep.

Best time to talk

Maximize the effectiveness of the conversation by initiating the discussions during an “up” period for the reps:

• The “closing frenzy” rep: Begin a discussion toward the end of the month—just after they’ve closed a few sales.

• The “fading” or “collapsing” rep: Speak with him or her after the second strong week of sales.

Approaching reps during “up” not “down” times gives you the chance to talk to them when they’re less frantic.

Get clarity

Before scheduling any one-on-one meetings with this rep, be certain as sales leader that you know what these meetings are and are not about. These conferences focus on inconsistent sales performance and nothing else. No sales skills coaching should be discussed.

Reps like this already know how to prospect, assess needs, address objections, make presentations, and close deals. They’ve proven themselves many times.

Begin the discussions

Say something like, “We’ve spoken before about your inconsistent sales performance. Looking at your sales figures, I made some interesting observations. Let me show you.”

Give reps a chance to look at the data. Don’t rush or push them into “seeing” a pattern. Just let them look at the graphs and charts. Allow the discussion to unfold.

Use visuals

As a sales manager, I show reps data and comparative numbers all the time. Whenever I present the same information in graph form, attentiveness increases. Easier to read and often more dramatic, graphs drive the point home that much more effectively.

This shows the numbers from Table 1.1. You really feel and experience the roller coaster ride of the “up and down” rep.

Close the initial conversation by saying something like, “For now, I’d appreciate you keeping our talk between the two of us. Look the information over. Let’s meet in another day or two and discuss your observations.”

Schedule another meeting or conference call there and then.

Follow-up

During the second discussion, ask questions:

• What were you overall thoughts?

• What did you notice about your own performance?

• How did the other reps’ performances compare to your own?

• Which data surprised you?

Keep the questions open-ended whenever possible. See what they have to say. During a second meeting, if they don’t notice a pattern, point it out. Don’t waste time.

The swinging pendulum sales performance detrimentally affects:

• Valuable management and coaching time.

• Predictability of the sales forecasts.

• Ability to achieve quarterly and year-end sales goals.

• The reps’ income.

Though it may take a series of meetings to fully deal with this issue, state the obvious early on. Have reps leave this second meeting understanding that achieving quota, then missing for several months in a row has to stop.

Future meetings

In this chapter, the sales manager realizes the rep experiences difficulty recovering from a slow week or month. Another rep with “u...

Table of contents

• Cover
• Title Page
• Copyright Page
• Dedication
• Acknowledgments
• Contents
• Foreword
• Introduction
• Chapter 1: The Inconsistent Sales Rep
• Chapter 2: Selling Only to Existing Customers
• Chapter 3: Social Media Paralysis
• Chapter 4: Salesperson Fiefdom
• Chapter 5: Trouble With Titles
• Chapter 6: CRM Non-Compliance
• Chapter 7: The Mysterious Remote Salesperson
• Chapter 8: Unethical Behavior
• Chapter 9: Misaligned Territories
• Chapter 10: The Selling Sales Manager
• Chapter 11: The Superstar Sales Manager
• Chapter 12: Loosely Defined Sales Cycle
• Chapter 13: The Mediocre Rep
• Chapter 14: Unqualified Vice President of Sales
• Chapter 15: High Base Salary
• Index
• About the Author