InTents October/November 2022 - 38

business | tips and techniques
The four crucial habits of
successful salespeople, part 2
Success depends on both salespeople and proactive management.
by James Auerbach
T
he R-S-P-F Sales Formula™ focuses
on four measurable and repeatable
habits, traits and processes that all
salespeople must be proicient in, and
that all sales leaders must monitor
closely. Part One of this series outlined
the irst two crucial habits: Research and
Scheduling. But that is only part of the
equation that differentiates salespeople
who are consistently exceeding goals
from everyone else.
Equally important is mastering the
inal two habits: Presentation and
Follow-Up.
Ground rules reminder
Many sales leaders focus only on " the
numbers. " They never look beyond
a few key performance indicators
(KPIs) to identify where salespeople
are struggling and how to help them
improve. Unfortunately, this often leads
to salespeople being replaced or put
on performance improvement plans
(PIPs) based solely on sales metrics
reports. While quotas are important,
they present only a partial picture
of why a salesperson is successful
or underperforming.
The long-term health of your business
depends on understanding how to train
and develop each member of your team
into a successful contributor.
Editor's Note: This is Part Two of a
two-part series by the author. Part One
appeared in the August/September issue.
38 intents oct-nov 2022
Habit Three: Presentation
Treat any objections as requests for
further information.
I regularly ask sales leaders when they
last went out on sales calls with their
veteran team members. The response
is often " not recently " or worse, " never. "
How can this be? What could take
precedence over ongoing ield training
that coaches sales teams how to present
in the most eficient way possible to
increase positive results?
The answer: sales leaders are too busy
onboarding new salespeople to get them
producing quickly to focus on anything
else. But neglecting ongoing coaching
only leads to an endless loop of replacing
underperforming salespeople (and
missed sales goals for the organization).
Pandemic-related restrictions in the
past two years drove substantial revenue
drops in industries like special events,
hospitality and others. This resulted
in high employee turnover for many
employers. Top-performing salespeople
left to ind stable sources of income
elsewhere, and new employees became
" veterans " overnight. Sales leaders had
no choice but to put all their efforts into
sourcing and training new hires.
Adapt and change
Social distancing and lingering concerns
about the pandemic will remain for
many years. The consequences of the
pandemic have forced many sales
leaders to reevaluate how they train
their salespeople to work with potential
customers who expect information
delivered differently than in the past.

InTents October/November 2022

Table of Contents for the Digital Edition of InTents October/November 2022

InTents October/November 2022 - Cover1
InTents October/November 2022 - Cover2
InTents October/November 2022 - 1
InTents October/November 2022 - 2
InTents October/November 2022 - 3
InTents October/November 2022 - 4
InTents October/November 2022 - 5
InTents October/November 2022 - 6
InTents October/November 2022 - 7
InTents October/November 2022 - 8
InTents October/November 2022 - 9
InTents October/November 2022 - 10
InTents October/November 2022 - 11
InTents October/November 2022 - 12
InTents October/November 2022 - 13
InTents October/November 2022 - 14
InTents October/November 2022 - 15
InTents October/November 2022 - 16
InTents October/November 2022 - 17
InTents October/November 2022 - 18
InTents October/November 2022 - 19
InTents October/November 2022 - 20
InTents October/November 2022 - 21
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InTents October/November 2022 - 45
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InTents October/November 2022 - 47
InTents October/November 2022 - 48
InTents October/November 2022 - Cover3
InTents October/November 2022 - Cover4
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