Tagged: sales coaching tips

December 28, 2012

10 Phrases Your Salespeople Want To Hear

We all know that words are powerful, especially when they are coming from the boss. So, what you say to your salespeople (and how you say it) at critical moments, can make or break your relationship with a salesperson.

Jeff Schmitt had a great post on Forbes titled, 15 Phrases That Build Bridges Between People. I’ve adapted those to what I think are 10 Phrases Your Salespeople Want To Hear.

1. I trust your judgment. When a salesperson comes to you with a problem are you too quick to give him the answer? Many times the salesperson knows what is the best course of action to take, but may feel the need to get your blessing. How empowering for a salesperson to hear from the sales manager, “I trust your judgment”! What do you do if you are not sure the salesperson does have the right solution? Then use phrase #2…

2. What do you think? By saying this, you are telling the salesperson that you value her opinion and want input. You are opening the door to a collaborative relationship. Asking for other’s opinions show you respect their knowledge and expertise. It doesn’t mean you have to agree with everything suggested, but it tells you where the salesperson’s head is at on a particular issue and will help you incorporate that into your decisions. Once you know what the salesperson is thinking you can steer the conversation with phrase #3…

3. What if we tried…. This is a great opening phrase when you have a direction you want to steer the salesperson to without being overly prescriptive. Toss out the kernel of an idea and let the salesperson run with it and develop it according to how he sees fit. It gives the salesperson a starting point but allows him to use his own creativity and feel ownership of the idea and the process.

4. How can I help? So many times salespeople feel that they are fighting an uphill battle within their own companies. Battling with paperwork, bureaucracy, and other departments often makes it seem that they are at cross purposes with some of their co-workers. And that’s just inside the company. Now add on all the obstacles they have to overcome with clients. Salespeople need to feel like their sales manager will move walls for them and do whatever she can to help make that sale happen. Just simply saying, “How can I help you” is powerful. You are telling the salesperson you understand the situation and validating the frustration many salespeople feel.

5. We will figure this out. What’s important here is the word “we.” Use it whenever you can. It shows the salesperson that you are all in this together, that he isn’t out on an island all alone. It shows you are invested in making things work out the best you can. This phrase also has a very calming effect and that’s important because sometimes the salesperson can feel so overwhelmed, it’s hard to see how things will get resolved.

6. What I hear you saying… This is a great way to repeat back what a salesperson has said to you. By doing so, you are ensuring that you have understood what has been said. You also are demonstrating to the salesperson that you really are listening and that she has your full attention. It’s human nature to hear what we want to hear – this phrase makes sure we are hearing what THEY want us to hear.

7. I don’t know. These are hard words for most managers to say. It seems so counter-intuitive to say, “I don’t know” and think that a salesperson will respect us MORE for saying it. But it’s true. It’s ok not to have all the answers. In fact, some of the best, most creative solutions come from not knowing an answer and seeking out information. A close relative to this phrase is “Let me think about that.” Salespeople are persuasive and usually want an answer or decision from you immediately. And certainly there are many times when a quick decision is warranted. But don’t fall into the trap of thinking that everything has to be decided this minute. Sometimes, a little reflection or time to seek out additional information is what elevates someone to being a leader and not only a manager.

8. You’re right. Who doesn’t want to hear these words??? Salespeople get a lot of “no’s” which is in effect, someone telling them “you’re wrong.” If your salesperson is right about something then say it flat out, “You’re right.” And by the way, don’t say, “you may be right” or the even worse, “you’re not wrong about that.” I once had a manager who said that all the time and I wanted to scream, “Just say it! I’m right! Just say it!” What about when they are not right? How can you effectively lead that conversation? Start with phrase #9.

9. Let me play Devil’s Advocate for a moment. This is a terrific way to give feedback to a salesperson when you want to show her another way something might be handled. It allows you to demonstrate the flaws in a plan, but in a de-personalized way. Rather than telling the salesperson, “I think you should do xyz,” you are simply pointing out what “others” might object to or say.

10. Thank you. Yes, it’s simple. So easy, right? Maybe. But probably the most common complaint I’ve heard from salespeople over the years is a variation on, “My sales manager didn’t appreciate me.” Saying “thank you” is recognition of the work a salesperson is doing. It shows the salesperson you are engaged, you noticed, and you appreciate it.

Why Every Newly Hired Salesperson Needs A “Sales Pal.”

Why Your Salespeople Quit

Tips For Coaching Your Salespeople

An Infographic from the folks at MindFlash on some managerial habits you want to avoid!

7-habits-of-a-highly-ineffective-manager_50290f831fdd3

September 1, 2012

Tips For Coaching Your Salespeople

Are you just a sales manager or are you also a sales coach? What’s the difference:

MANAGER Man-i-jər, Noun Definition: A person responsible for administering a part of a company or similar organization, controlling or overseeing resources and expenditures, directing the work of a group of individuals.

COACH KōCH, Noun Definition: A person who teaches, advises, or trains, supports an individual to achieve a specific personal or professional goal or result.

To retain talented salespeople it’s not just enough to be a manager, you need to be a coach. You’ll get better results if you coach people, versus trying to manage them.

1. Let the salesperson drive. Too many times a sales manager directs the person in what to do and how to sell instead of encouraging self-discovery. Let the salesperson drive the conversations as much as possible and discover ways to improve with your input. Probe, ask questions, then listen, listen, listen! The manager’s coaching role is to help salespeople develop their ability to solve their own problems and set the right direction.

2. Build a trusting relationship. Without trust, you have nothing. Earn it and give it.

3. Keeping focused. The saying goes, “If a salesperson has too many things to focus on as top priorities, then he has no top priorities. If you constantly keep shifting the salesperson’s focus to different things, you are encouraging chaos and reducing the effectiveness of the salesperson.

4. Set goals together. If you and the salesperson aren’t on the same page in the playbook you are running in opposite directions. Make sure that the salesperson’s goals align with your goals for that person and your department. Discuss what your vision is and why. Agree together what the goals are and constantly refer back to them.

5. Build an Action Plan. Once you’ve agreed on goals, establish a time period for achieving them. Discuss what action steps will be taken to achieve those goals. All of this should be written down by the salesperson in an Action Plan and you both should have a copy to refer to in your one-on-one meetings.

6. Give recognition often. Recognition makes a salesperson thrive. “Behavior rewarded will be repeated.” Each time you recognize your salesperson’s efforts you are reinforcing the behaviors you want to see more of in the future. Encourage your team to recognize their peers as well.

7. Accountability. Not only do top performers want accountability, they get disengaged and frustrated if they don’t get it. But you can only hold someone accountable for doing what they have committed to doing – so get buy-in first. The salesperson’s Action Plan should be discussed and reviewed each time you meet. Remember the saying, “What gets inspected, gets respected.”

8. In-Field Coaching. How can you coach someone effectively if you’ve never seen them play? You can’t do this type of coaching from your office. Get in the field with your salespeople on a set, regular basis. Do this with EVERY salesperson, not just the rookies or the ones having difficulties. Make sure each salesperson understands what you want to accomplish when you are in-field. Prospecting? Presentations? Closing? First appointments? Ideally it will be some of each. Make sure they understand the calls need to be meaningful. Let the salesperson lead during the call and only jump in if absolutely necessary. After the call, let the salesperson guide the conversation on what went right and what could have gone better.

9. Be a chameleon. Your coaching style should be different with each of your salespeople. You must adapt it to the salesperson’s talents, behaviors, and characteristics. A one-size-fits-all management approach will result in frustration for both of you.

10. Give away the glory. Strike the word “my” from your business vocabulary. Don’t say, “My salespeople” or “My sales team.” It’s “us”, “we”, or better yet….”they.” When you are a salesperson it is all about personal glory and the ego satisfaction that comes from achieving the sale. When you are a sales manager it is no longer about what you achieve, but what you get others to achieve.

11. Give thy feedback and ye shall also receive. Constructive feedback is critical to a salesperson’s success. You must know how to give constructive positive feedback and constructive corrective feedback. In addition, great coaches solicit feedback as well and aren’t afraid to ask a salesperson what they (the manager) could be doing better.

12. Be a human shield. One of the top complaints from disengaged sales people is the feeling that other departments are making it hard for them to do their jobs. Sometimes it seems that department might be yours! Do you have procedure or rules that don’t make sense to your salespeople? Do they understand why you are asking them to do certain things they don’t agree with or want to do? What about the other departments? Are your salespeople faced with needless paperwork, emails, and bureaucracy? What can you do to make it easier for your salespeople to sell?

13. Build a Coaching Plan. A Coaching Plan for each salesperson is your roadmap for how to build a relationship with each of your salespeople. The relationship a person has with his or her manager is the NUMBER ONE reason why a person stays in a job or leaves. Turnover is a sign of a sales manager’s relationship with his or her salespeople.