Even as an expert all I can hope for is to engage staff, create mindset change and inspire action. Unless I am paid to stay around I cannot guarantee success! Success is down to action and many of your team will need considerable support to ensure that these new behaviours and skills become part of their habitual behaviours. You need to create multi-sensory, experiential, ongoing, measurable and simple support tools to ensure that the new behaviours happen. I follow the management-coaching-autonomy model. Initially I "manage" people in their actions, gradually I step back into a more reflective coaching model and finally I release them to take autonomy for their own actions.
I went to one company where the HR Department was briefing the sales teams by asking them to "assess the training and see what they thought of it!" This was a team who weren't making hardly any proactive calls at all! What were they likely to take from this training? With a focus like that, not a lot! How easy would it have been for them to walk out saying, "Not for me that!" or "I don't think it's that relevant!" The focus should have been, "We're getting an expert in to help us. After this training we want you to come up with your own action plan on how you are going to use this to increase your daily activity and sales!" That way they know they are expected to act differently and that this will be measured and managed.
It always amazes me when staff who are seriously under-performing are sent on training and come back and say they know it all. If they do then why aren't they top performers? Don't let the wool be pulled over your eyes! Make sure that on the management side you create simple repeatable tools that ensure new behaviours and that help to create a fun and energised environment, which is supportive of change.
5) Celebrating success
It's important that any achievement is recognised and as your team puts the work in you need to create ways to recognise their success. In my experience many directors are internally orientated when it comes to motivation - we know when we've done a good job and don't necessarily need telling. Many of your sales staff, on the other hand, will need that recognition. When I'm consulting with Businesses the number of staff who say things like, "I don't feel appreciated" or "I just wish that someone would say well done" is phenomenal. I think that we sometimes forget to tell them because we don't need it ourselves or maybe because we aren't explicit enough in the way that we do it! I worked with one director who thought that he always said "well done" to is staff yet they thought that he never said anything. What he used to say was, "So what's next then?" In his head that meant, "Job well done. Now we can feel good and move on!" Unfortunately, what his staff heard was, "I'm never happy with anything you do, I always want more out of you!" As you might imagine that was an easy problem to solve once I heard it happening.
Exercise: Get a sheet of paper and write down as many ways of celebrating success that you can. Try simple "thank you", competitions, games, wall-charts and email reminders for starters.
Most of all remember that taking action in developing a proactive, new-Business sales team is not only essential it's fun!
For the last 10 years, Gavin Ingham has been helping sales people to explode their sales performance by turning self-doubt, fear and lack of motivation into self-belief, confidence and action. With his inspirational approach to sales performance and motivation Gavin combines commercial experience, personal excellence and communications technologies in delivering personal and Business
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