The crisis that we are (partly) behind us has not only had financial consequences for many companies. Leadership also often finds itself in crisis during times of financial difficulties. This also applies to sales organizations! The focus is entirely on targets, without looking at costly coaching and investments in relationships. That will break your sales organization sooner or later.
In times of crisis, the organization is often changed. Due to (sometimes forced) layoffs, the best salespeople are promoted and promoted to sales managers. However, a good salesperson does not necessarily have to be a good sales manager. Managing the sales department requires completely different qualities. In this article, after years (25!) of experience, we would like to share our most important 'lessons for the sales manager'.
Good sales is not an exact science.
Although sales can of course be trained, it is and remains not an exact science. Your sales techniques do not have to be the only and best method. Every salesperson has their own techniques and preferences. This is logical; it is about relationships, not calculations that can only be solved in one way. Many top salespeople find it difficult to accept that selling can be done differently. Therefore, provide training and coaching for your sales team and show them how things can potentially be done differently, but always respect your team's individuality. Forcing them to work using your sales techniques is not the solution.
With your feet in the clay
The market is constantly changing. Especially in economically turbulent times such as now. The way you did sales a few years ago may have completely changed in 2014. It is therefore crucial for the sales manager to remain grounded. My advice is to always keep a customer portfolio as a sales manager, and to continue to have lead/sales conversations. This way you keep in touch with the situation that the sales team experiences on a daily basis. The sales manager often only manages a portfolio with large or strategically important relationships, so be very careful with that. Make sure you also continue to visit smaller or medium-sized customers and leads, otherwise you will lose connection with your team.
Your relationship with marketing
We already wrote about this last week: the relationship between marketing and sales is becoming increasingly important. You cannot always expect your salespeople to safeguard these relationships and ensure that mutual interests remain aligned. As a sales manager, you must take care of this together with the marketing manager. In short, sit down together regularly and try to arrange for both departments to be located together or close to each other in the office. This ensures that contact can be established quickly and easily.
Train advisors, not salespeople
The sales landscape has changed significantly in recent years. Sales have evolved more towards substantive advice than ever before! A salesperson, especially when selling substantive services, has become more of a consultant than a sales tiger. As a sales manager, you need to take this into account. A sales team naturally needs to be coached and trained in developing their sales techniques, but substantive training and coaching are at least as important. A salesperson who cannot provide the customer with substantive advice will sell very little in the current market.
Dealing with objections
Objections are not rejections, but opportunities. When a customer raises an objection, they are indicating that they are considering your proposal. That is positive. The key is to take the objection seriously, to ask about the underlying reason, and then to respond in a targeted manner. Not by dismissing the objection, but by showing that you understand what is on the customer's mind.
An effective technique is acknowledging the objection before responding. “I understand that the investment is substantial” works better than immediately becoming defensive. By showing acknowledgment, the customer feels heard and is more open to your perspective. You can then use concrete examples and calculations to demonstrate the return on investment.
Take the next step with an Expert in Sales Basics training at Kenneth Smit. Practical, results-oriented, and directly applicable to your work.
