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Day after day and call after call, I hear the frustration from sales managers and sales leaders who have at least one thing in common. They know that their salespeople could and should be doing better.
For almost ten years and regardless of how the US economy has performed, reports continue to show that only 50-60% of reps are hitting quota. That's nothing to be proud of and the sales leaders who call and email have come to the realization that try as they might, they have been unable to coach up half of their salespeople.
These are smart, talented, experienced sales leaders, who work for companies with excellent reputations, great products and wonderful customers. So why does nearly every sales leader struggle with the problem of under performing salespeople? The biggest problem is that there isn't one reason - there are many - and I'll share them with you now.
- Selection - When you hire the wrong salespeople, it becomes clear that the fit isn't very good. The salespeople might be wonderful people, but when they are wrong for the role or lack the capabilities required to succeed in the role, failure is the norm and it becomes extremely difficult, if not impossible to coach them up.
- On Boarding - Some companies lack a comprehensive on boarding program and instead of preparing new salespeople for success, the new salespeople are setup for failure.
- Messaging - I've seen the results from the sales force evaluations of more than companies and 1831506 salespeople. One thing I have observed in nearly every one of those companies is the utter lack of consistency in their messaging. Whether it's the value proposition, brand promise or elevator pitch, each salesperson tends to say something completely different from everyone else.
- Sales DNA - Some salespeople are good relationship builders, have a solid set of skills, but lack the necessary Sales DNA - the set of strengths that support successful sales outcomes - to be effective. It is very difficult for a sales leader to coach up a salesperson when the issue is Sales DNA. If you have salespeople, and you have repeatedly had to coach them on the same issues, it's more than likely Sales DNA that is causing the problem, not a skill gap.
- Training - A lot of companies don't provide their salespeople with professional sales training and of the companies that do, it's important to know that a lot of the sales training that is out there isn't very good. Why? A lot of it is incomplete, outdated, focuses on the wrong things, and most of it ignores the issues of Sales DNA. There are 21 Sales Core Competencies. Sales Training must thoroughly cover all 21 of those competencies - in context - through role play - and more.
- Coaching - This is it. The big differentiator. The one thing that can make up for mediocrity. You know that coaching now accounts for 50% of any sales leader's role. The problem is that there is coaching, and there is coaching that has an impact. How do you know if your coaching is having an impact? Your salespeople will be begging you for your time. Opportunities on which you coached your salespeople are getting closed - by them, not you. They are getting stronger, better, more confident and meeting and exceeding their quotas.
- Sales Process - I've written about sales process 31 times because it's that important. When salespeople don't have a proven, predictable sales process to follow they will fail much more often than they need to. And the coaching must take place within the context of the sales process.
If coaching is the single most important sales leadership competency that will have the greatest impact, and you aren't having that impact on each of your salespeople, every single day, and in every coaching conversation, what can you do?
Dedicate yourself to becoming the best sales coach on the planet. Period. The challenge is in finding the right place to start.