COMMENTS
Yes, I've had this happen and what I find is the sales people fail to act on the advice.
As a leader I typically look in the mirror and say I must have done something wrong as I was giving advice.
Aside from your assessment(s), how do I know if I'm the problem of my sales people are #1 or #2(see above)?
Teicko
Hey Dave,
No this has never happened to me. ;-) I believe this syndrome falls into 3 categories: 1) Salesperson didn't like your advice and didn't want to argue it out respectfully, so they ignore you. 2) Salesperson might understand, and know you are right but acting on it makes them uncomfortable, or tired, so they don't do anything, 3) Salesperson thinks you are wrong and they know better, so they just go away. All of these amount to ignoring you but for different reasons.
I can tolerate an honest debate, but happy ears, laziness and dumb aren't good reasons to leave the situation alone. Since you are a consultant, perhaps the salesperson thinks they can get away with it because you aren't in their "chain of command"?
Mike
Hey Dave,
No this has never happened to me. ;-) I believe this syndrome falls into 3 categories: 1) Salesperson didn't like your advice and didn't want to argue it out respectfully, so they ignore you. 2) Salesperson might understand, and know you are right but acting on it makes them uncomfortable, or tired, so they don't do anything, 3) Salesperson thinks you are wrong and they know better, so they just go away. All of these amount to ignoring you but for different reasons.
I can tolerate an honest debate, but happy ears, laziness and dumb aren't good reasons to leave the situation alone. Since you are a consultant, perhaps the salesperson thinks they can get away with it because you aren't in their "chain of command"?
Mike
Dave--perhaps it would help if you could be more blunt...
Anyway, a Sales Manager should want to know the results and instead of "hoping" the rep gets back in touch, a follow up meeting should be scheduled to synthesize the outcome. Don't allow for guessing, just hold your team accountable. Even if they didn't utilize your advice you should understand why and the resulting outcome. Perhaps your advice stunk and the rep had a better method, one that you could share as a best practice to the balance of the team.
Sales Managers are 100% accountable for the actions and results of those on their teams.
I think there is a point missing. If you are coaching you are asking questions to get them to state what they think is the best way. Like any of your best sales, it has to be their idea, not yours.
Asking again what action will they be taking before your COACHING session is done will more than likely result in it happening. Most people ask for advise but really do not want it. It is usually either a time to vent or for you to make a decision that they are afraid to make. Read Harvard's Business Review on "Who's Got the Monkey".
When salespeople tell us that their prospects should keep appointments, tell the truth, and return our calls because it's the polite thing to do, don't we look to the expectations that they set with the prospect before the impolite act? Why is it different for a sales manager? I saw commitment to follow through, but was there a specific time commitment for a follow-up report?
It's not clear whether the manager knew when the call was to happen. If he did know, did he call the salesperson as soon as the call should have been over? Wondering, fuming and name calling doesn't accomplish anything, but a timely, well worded voice mail message might actually make the salesperson think that his manager cares. We need to remember that coaching, motivating, and holding them accountable are each 25% of a 60 hour a week job. There's a reason that they're equal parts. Coaching without accountability is a waste of time and accountability without motivation is a sure way to develop ulcers.
I've coached and been coached beyond the sales realm - what I see, it's the human phenomenon that we don't always want to be held accountable for something we say we're going to do. We don't always act consistent with our commitments. On the flip side, we don't always hold others accountable for things or what their commitment is. In the end, both sides lose out on something. I'm still working on it and predict it will be a lifelong journey.
Hi Dave,
You are right and it has happened to me too. some sales reps end up not doing what they are expected to that will be to their advantage thinking that they are doing you a favour or that it matters to you more.
May be you need to throw more light on how to to maintain the needed authority to achieve the appropriate feed back.
@Teicko,
Thanks for sharing!
What we have to determine is whether the problem is rare (it's the salesperson) chronic among multiple salespeople (it's you) and/or acute (regular and/or multiple salespeople). If it's the salesperson, can you live with it? If it's you, can you set better expectations? Better expectations simply mean that you clearly agree on what is expected to happen, when it is expected to happen, and when you will reconvene to review outcomes and lessons learned.
@ Mike Caroll - excellent contribution! I especially like your use of the word covenant!
@Mike Workman - you nailed it! And we can add several more: The salesperson didn't have a relationship with the manager (one or both are new and/or a jerk), the salesperson didn't trust the manager (feared he would get thrown under the bus), the salesperson didn't respect the manager (lack of sales experience), salesperson is very weak (shouldn't be on the bus) and couldn't execute the lesson.
@Bill - you nailed it too! Since 84% of the sales managers we have assessed are weak, there is an extremely good chance that the coaching is at fault - lousy, inept, poorly thought out, non-tactical, non strategic, coaching without role play. I wouldn't follow that kind of advice -- would you?
@ Allan - yes, coaching begins with questions but the answers are limited to a salesperson's capabilities. When we both realize that the salesperson doesn't have the answer to the problem they came seeking help for, we must ask if it's OK to make a suggestion, role play it, ask for the lesson, ask for the action they will take, and set follow up expectations according to Mike Carroll's and my comments above.
@Rick - excellent comment. I liked that you included ulcers! Coaching salespeople should be fun, fulfilling, and high impact. We don't want to sales managers to be concerned with ulcer prevention!
@Ryan - thanks for contributing to this conversation - good insights!
@Ify - you used the term "maintain" the needed authority. That could mean that you once had it (new salesperson) and it eroded (comfortable salesperson). This occurs when there isn't a culture of coaching, when the managers aren't consistent, or when salespeople no longer find the coaching valuable.
@Dave, your insights are helpful. Generally the teams I manage have the wrong people on the bus. It would be interesting to have you reference and or write about the psychology of why companies are so willing to keep the wrong people on the bus in smaller companies.
@All, This is a great thread. The insights are very useful!
I think this happens all the time, and not just when a manager coaches a sales person but other employees as well. I think when ever you give someone advice that makes them step outside their comfort zone they will avoid doing it. The goal of the coach is to hold that person accountable to report back