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The Salesrep's View
From the sales rep's perspective, here are some tips to keep your manager between you and their boss, where they belong:
Make your numbers. Senior executives generally stay away from reps who are performing. Superstars are virtually untouchable.
Communicate. Share good and bad news early with your manager. That means not leaving your manager exposed.
Put yourself (briefly) in your manager's position. If you tell them, for example, that a deal in the pipeline (or forecast) is no longer qualified, provide an explanation based upon objective criteria, with alternative approaches you've considered, and a plan for replacing that opportunity with another. They can take that upstairs if they are asked to.
Be up front. Ask your manager to shield you from the executives above him or her. Talk to them about how "noise from above" affects your focus and drive. Although it's their job, ask what they need from you in return.
Have a plan for every deal worth winning. If your manager has access to your plan for winning, including an assessment of the situation, your objective, your strategy and tactics, and the resources you'll need to win, your manager will be much more willing and able to keep his or her boss at bay.
Don't ride the emotional waves transmitted down from above. It doesn't take a savvy salesrep long to figure out when the CEO or Sr. VP of Sales panics and how they behave at that point. Be prepared with answers: objective assessments, specifics, and examples. You can even be ready to include that executive in your efforts to win. "You know how you can help? You can put a call into their CEO..."
Issue 2. Dealing with Underperformers
Another issue that can make or break the relationship between sales managers and their reps is dealing with underperformers. A manager who allows a rep who underperforms for more than two quarters to stay on as a member of the sales team causes problems far and above those of that rep merely not delivering their number:
The manager is seen as a weak, ineffective leader, diminishing their ability to get their job done, especially during tough times.
Other reps are resentful since they ultimately will have to make up revenue shortfalls or their company, marketing programs, customer support levels, etc. will suffer.
Territories that are not properly managed are ripe for takeover by the competition. Not only are new business opportunities missed, but existing customers are poached providing momentum and propaganda for the competitor.
The Performance Plan
When I am called in to assess a sales team, often I find that the underperforming rep doesn't have the personal traits required to get the job done. Perhaps the rep even succeeded for a while, but couldn't sustain an acceptable level of performance. In those cases there is little I or anyone else can do to make those reps sell more.
If you diagnose the problem and it is clear that there is a skills deficiency, you'll next need to create a 30-day plan for that rep to get up to speed in those areas where there are skill gaps, and to prove they are advancing deals toward a close. For example, if the rep isn't succeeding because he or she hasn't integrated your new product line into their solution portfolio (and the other reps have), work with the rep to figure out exactly how they will gain that knowledge. There has to be a metric assigned to the task. You might require them to do a product features/benefits/value presentation to you.
The other part of the plan includes measurable progress toward winning mutually agreed upon opportunities.At the end of 30 days, either they reach the agreed upon goals or not. If not, that rep needs to be redeployed into another position within or outside your company
The Salesrep's View
Salesreps have a responsibility to consistently achieve their targets. Managers don't want shortfalls or excuses. It puts them in an embarrassing, career-limiting situation.
It is the company's responsibility, among other things, to educate the reps on their customer's market, their products and services, and how those products or services can best be used by customers. It is the rep's job to educate themselves on general business trends, industry specific information, customer specific information, and to internalize and employ whatever is appropriate provided by their company to help them sell.
Many companies don't have an effective product marketing organization, so unfortunately all those responsibilities fall on the rep. Many reps are well-suited to figure this all out by themselves. Others are lost without specific guidance. (When you, as a rep, are looking for a job, make certain you look at the level of sales support that your prospective new employer provides. It should be a key decision criteria.)
If you are a rep and not making your numbers, first admit to yourself that you have a problem. Next attempt to figure out what it is. It's far better to put yourself on a plan than to be put on one by your manager.
If you need help, go you your manager. If your manager can't help or they don't want to, it's probably time to start looking for a new job.
-- By Dave Stein
Before he founded his consultancy, The Stein Advantage, Inc., in 1997, Dave Stein was employed by several leading-edge high-tech companies in a diversity of roles.
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