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The net effect of any of these reasons is poor results: MEDIOCRE PRODUCTION, SALES PERSON CHURN, and FRUSTRATION on the part of management, ownership, and shareholders.
1. The “Just take the ball and run with it” mistake
Business owners and managers who are either burned out from being the lone sales gun or are not interested in sales(maybe even hate sales!) think bringing a sales rep on cures ALL their problems and the manager can go on his own merry way. Even though our recruiting firm does GREAT work, we have never recruited a “perfect” sales person – in fact, we present the candidate’s weaknesses prior to hire so that the management team can structure sales training and mentoring around those specific areas of weakness. You can’t turn the keys over to a new hire and expect them to run on “auto-pilot” – you have to manage their behavior…..or else…….
2. The “All is need is a rainmaker and my problems are solved” problem.
Our clients have been shocked to find out that adding a sales person (and ultimately more sales activity) creates more havoc within their organizations than a lack of sales. Much like a husband and wife must make preparations before their first child, business owners have to be aware of the changes that will occur in their company once a sales person is added – more sales activity (presentations, debrief sessions, brainstorming, target account development, etc.), increased emphasis on fulfillment (more delivery staff, order/manufacturing processes), and general sales “mayhem” follows when a company achieves new levels of sales. If you’re not prepared for this onslaught of activity, expect to lose your “rainmaker” to a company that has more on the ball
3. What happens after sales turns it over to fulfillment?
If there is a handoff between the sales force and the production side of your house, does the finished product resemble what the sales person presented during the sales process? If not, therein lay a breakdown in communication between sales and fulfillment. End result? Unhappy customer, broken promises, and a short-term customer. Not long after these issues come to light is a salesperson that puts two and two together and realizes that a lost client means a lost commission. As your company’s sales leader, have you taken responsibility for owning the sales process from start to finish?
4. Not communicating expectations
You can’t have a high level of performance without accountability. You can’t have accountability without a system of measurement. That’s what quotas are for, and not just dollar quotas. # of first calls per day, # of closing calls per week, and # of referrals per month are all measurable activities, ones that ultimately lead to consistent, measurable, profitable business.
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