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How to Change The Behavior of Your Sales Team Appropriately

Many salespeople or sales teams will not make changes unless they are made to feel uncomfortable. EXAMPLE - If your team is comfortable underestimating their quota, or reporting under-estimation, they will continue to do so.

How to Change The Behavior of Your Sales Team Appropriately
Sales Team

How to Change The Behavior of Your Sales Team Appropriately

Unfortunately, that means you have to be able, if necessary, to make your sales team feel so uncomfortable that they'd rather do nothing but report bad numbers. They should feel that doing the hard work, or prospecting, or telemarketing, etc, is the more convenient option.

If you have something to say to an employee, say it. If you just went to an appointment with them and they did something you didn't like, let them know.

The same integrity and honesty that you have trained them to use and get from their customers should be central in your coaching them. If you know they will be discouraged or disappointed by your feedback, use it to your advantage.

You may be tempted to make them feel better. It was the wrong thing to do, at least at first.

Most people only make changes when they feel some level of discomfort - how can you make them feel that discomfort if you start a training session by telling them how good they are at different aspects of their job?


How to Conquer Customers

Try you have to train your sales team such as inviting them to chat with customers with good words in order to arrive at the topic of conversation. Their one-on-one or training sessions need to be conducted in the same way, this is the most effective way of getting your point across and can be used as an example of how they should interact with their customers, your team should be cohesive in this regard.

Let's, for the sake of argument, say you need to explain that they talk across customers and fail to use their ears and mouth in the ratio that has been provided in their heads. Above all, avoid starting the conversation by trying to make them feel comfortable - “John, your agenda was great, you got there on time, you sounded professional and ended the meeting well”.

The whole time you're trying to make yourself feel better about the training you need to give AND DON'T MAKE MISTAKES, YOU'RE TRYING TO MAKE YOURSELF BETTER, John thinks, “Okay, it must be bad if he rambles on this much before telling me what's going on. I did wrong."

If there's no way I can convince you to completely eliminate the "sensitive" comments, then at least put them at the end of your meeting. In the same way, all sales meetings should always start with the "numbers" the training session should start with the training grounds.

Trust me, and please learn from my mistakes, doing it any other way only weakens coaching. Your employees should leave the session with a clear understanding of what happened, what could be done better, and some tips on how to do it better next time.

They must fully understand how making changes will help them sell more, they must feel grateful for your honesty and - if necessary, must feel that no matter how difficult it is for them to change, it is far more desirable than having to explain to you why they are not. make changes.

Let's see the project world here.