It’s time to revisit the ways in which you manage your field sales team.
“Field sales quotas don’t always measure quality.”
Obviously, bumping up the amount of visits that your reps have to make does not necessarily translate into more sales. More customer visits means less time per visit but, depth of relationship should take priority. When encouraging your team to make more effective visits, give them pointers on how to strengthen relations with the customer or how to make the most of their time, rather than visiting more customers.
“Do I really have to do this?”
Set an example for your team. Do you keep your word when you say you will contact a client? Do you ask them to do things that you would not be willing to do yourself? Without their manager putting forth professionalism and hard work, your team will be more likely to cut corners when it comes to following through with the work they do. “Yes, you really do have to do this.”
“Why do you care where we are if we are meeting our quotas?”
We get it. You want to know what your reps are doing day in and day out. However, if the data doesn’t have a direct analytical correlation to the success of your actual team, you do yourself a disservice by collecting data that is irrelevant. Additionally, working remotely is something that is increasing in practicality and popularity. Rather than checking the location of an employee at a particular time, collect a metric that measures success more closely such as time spent with customers.
“You could be more organized.”
Being a disorganized sales manager speaks volumes to your reps. An organized manager is prepared to handle issues that arise. People are reluctant to ask for help from someone disorganized because they cannot handle the work that is put in front of them.
“So territory management is pretty lonely?”
Alone in their territory, a rep can feel separated from the factors that motivate them. Build a sense of community with them by encouraging contact while they’re in the field. Preparing reps by strategizing with them helps them to connect when they are out on their own.
“Actually, it’s pronounced Robert.”
Holding the mindset that your reps are just people you work with builds a barrier between you and your team. They can tell when you just see them as workhorses. Be comfortable opening up about your desires for the success for the team, as well as the success of each team member. Commit to the growth of your team.
“Do you not see this issue?”
As a manager, you must be flexible. Exploring possible solutions to issues and implementing them quickly and effectively will help your team understand that you are involved in their success. Managers that are stuck in archaic methods of getting things done create counterproductive systems. Ignoring issues that need to be handled frustrates your reps. This includes that one rep that your sales team expects you to fire consistently, but you don’t have time to replace.
“Who is my field sales manager?”
Be open with your team about the work obstacles that you know they’re dealing with. Sharing your intentions with your team consistently, helps them understand your perspective. Sharing your desires with them helps them understand what is expected from them in a larger sense as well.
“Are you mad at the field sales team?”
Instead of getting angry, correct your reps in a way that encourages growth and inspires them to do better. Changing your perspective on why you must correct your team will change the way both of you feel. When your team feels like you genuinely want to invest in them in order to help them succeed, you work better together.
