Sales & Marketing Management - January/Februry 2008 - (Page 17) MANAGEMENT STRATEGY 3. Understand the competencies required for each and every distinct role in the organization. Although the characteristics of top performers may differ from industry to industry, there are certain base competencies that are key to the effectiveness of every salesperson. For example, dealing with objections, negotiating and conducting presentations are important for sales reps. But a key characteristic of a top-performing sales rep in a particular industry may include the ability to collaborate, create buy-in or tell great stories. A key competency for high-performing front-line managers involves the ability to coach their reps at specific stages of the sales cycle and for specific lengths of time. behavior. Leading companies are able to do this by knowing what will yield high performance (as revealed in the top-performing sales rep profile) and measuring each sales rep against that profile. 8. Apply a common sales methodology and consistent sales processes. According to the CSO Insights survey, 87% of sales executives reported that a well-implemented sales methodology either improves or significantly improves sales performance. This means that companies leaving salespeople to their own devices are more likely to struggle to meet performance objectives. 4. Screen for and hire those individuals who have the competencies of top performers. By using the top-performing sales rep profile just discussed, a CSO can help ensure that the company hires the right people for the job and minimize the chances of making costly recruiting mistakes by bringing aboard people who don’t properly “fit” into the organization. 9. Devise a formal and explicit career path for all salespeople. The sales force needs to understand its role in the organization, the positions to which they could advance and what they need to do to get there. As part of this effort, companies must ensure that the career path for salespeople is not solely based on “up or out.” Someone who is a great salesperson, thrives on establishing and maintaining customer relationships, and wants to stay in a front-line selling role should feel as valued and appreciated as the individual who’s a good candidate for promotion and wants to move into positions of greater responsibility. 5. On-board new employees so they get up to speed quickly. On-boarding isn’t solely about training, but rather, getting a new hire completely connected into the organization so that he is able to quickly form all the critical networks he needs to succeed. As a company on-boards new reps, it should ensure that the recruits make bonds with (and learn from) the top-performing reps—either directly or indirectly through on-boarding programs that incorporate high performers’ competencies and practices. [THE PULSE] PERCENTAGE OF WORKERS SPANNING SIX COUNTRIES WHO BELIEVE THEIR COMPANIES’ REPUTATION AND PERFORMANCE HAVE IMPROVED OVER THE PAST 12 MONTHS. 6. Deliver valuable learning in the first 18 months of employment. So many organizations lose good people in the first 12 to 18 months of their employ largely because new reps are left to “sink or swim” in the early going. Having seasoned, top-performing sales reps transfer their wisdom and experience to new hires is critical to recruits’ ability to learn the ropes and enhances their chances for long-term success at the company. Just as important is teaching the seasoned reps what to coach and how to coach effectively. This should include programs not only on the products sold, but also on the company’s formal sales methodology and sales processes. SOURCE: KENEXA RESEARCH INSTITUTE REPORT Learning is a significant factor in sales force performance. Effective training— especially training based on performance simulation and e-learning—is a major contributor to employee retention. Effective, comprehensive talent management programs can have a major impact on sales force performance. By implementing these, CSOs can create a more focused, skilled and productive sales organization. Rick Bakosh is the managing partner for sales transformation within the Accenture CRM service line, and Patrick Mosher is Accenture’s executive director for sales talent management for human performance. 7. Provide accurate, timely performance feedback. Annual performance reviews simply don’t change behavior; the real impact is when a person gets feedback immediately after he exhibits an action or www.salesandmarketingmanagement.com 36 10. Create and use a robust sales training curriculum. JANUARY/FEBRUARY 2008 SALES &MARKETING MANAGEMENT 17 http://www.salesandmarketingmanagement.com
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