Transforming Your Sales Force by Creating Specific Expectations

I just finished a phone call with a potential client whocompensation plans, salespeople who have been
had called to discuss a problem. His 18 person salesaround a long time, highly paid sales people, a
force was paid on straight commission. All had beencorporate culture that promotes the idea that a sales
with the company for 8 - 15 years and were earningperson "has his own business." All these contribute to
healthy incomes. His problem was that he couldn't getthe situation.The cure is to address each of these,
them to do what he wanted them to do. Here's themaking changes that I have discussed elsewhere in
example he shared.He wanted the salespeople to callthe book. But, before you can do that, you need to
on new prospects to expand the company's base.attend to the first step: Creating and communicating
Instead of just seeing established customers, hea precise set of expectations to the sales force that
asked them to call on prospects, and report back todescribes their jobs and what you expect them to
him on the progress they were making.There weredo.Once you have done that, you will have laid the
almost no results. Instead he got comments like: "I'mgroundwork for the changes that should follow.The
not going to do this, I'm not a new salesperson." Or,point is this. It is difficult to create change in the
"That's just more paperwork." This list could go onbehavior of a salesperson in the absence of a clear
and on. The salespeople resented being asked to doset of expectations. That document is not a
something they saw as outside of theirguarantee that the salespeople will change, but it is
responsibilities, and the manager was extremelynecessary to direct the process. It's necessary, but
frustrated.This is a classic example of the chronicnot sufficient. It's the first step.How to...First, let's
malady I call a lack of "directability."The problem isstart from the end. What are you going to end up
that management has not cleared up this murkywith? There is room for lots of variation on the
difference of opinion.It may be, of course, that theformat and formula. I like to see this: One side of
salespeople choose to ignore management's direction.one piece of paper, on which you spell out the
That's a different but associated problem. It reallyfollowing things:An overview of the job.
doesn't come into play until the expectations areThe most important seven activities for success in
made clear.For example, one of my clients moved histhe job.
company to a CRM system. He gave the salespeopleThe definition of how success is measured.
six months to learn to type, offered to pay for aTo whom salespeople report to.
typing class for them, and mandated that on a dateWhat sort of attitudes you expect.
approximately six months from now, the companyThe question then becomes, how do you get to
would totally implement the CRM system. Thatthat point? Again, there are multiple paths. You may
meant that every sales person would be expectedwant to draft it yourself, or do in conjunction with a
to use it to record sales calls, customer information,group of key executives. You may want to appoint a
and etc.The expectations were perfectly clear. Attask force.Should you involve the sales force? I'm
the end of the six months, three of the salespeopleambivalent. On one side, I'm a little hesitant to
had not improved their typing skills. When askedadvocate that you ask the sales force or that you
about the use of the system, they responded,add a salesperson to the task force. Unless the
"We're sales people, not clerks. We're paid to sell, notperson you involve is especially mature, the likelihood
enter information."In this case, the expectations wereis that the sales people will input in ways that are in
clear, but the sales people held onto an outmodedtheir own personal self-interest, not necessarily the
definition for their jobs. The company's course ofgood of the company. This is especially true if they
action was clear and those three salespeople wereare 100% commissioned.On the other hand, I've seen
replaced.While there are a number of things thatclients who have involved a mature salesperson with
should be done to cure this patient, they begin withgood results.So, the answer depends on the specifics
an often-overlooked initiative - creating a clear set ofof your personnel, as well as the corporate climate in
expectations for the job of the sales person.Thisyour organization.Regardless, at some point, you will
malaise of undirectability has, at its heart, ahave a document.Now you need to communicate
difference of opinion as to what the salespersonthat. And that calls for a sales meeting with all the
should do. The sales people believe that taking carekey players in attendance. It's important that the
of their current customers and being rewarded by aCEO be involved, to lend credibility and authority to
portion of the gross profit is the total extent of theirthe proceedings. The sales people must understand
responsibilities. Management believes otherwise.Thethat there is no opportunity for an appeal to a higher
difference in these basic expectations generatessource, that there is no negotiation on your
conflict, resentment and frustration almost daily. Thisexpectations.It is always a good idea to give the
negative condition leads, of course, to dismal"Why's" of the expectations, particularly if the
productivity. The sales manager continually squandersexpectations represent a major shift from current
his time in the dubious effort of trying to shape thepractice.It's also a good idea to encourage dialogue
behavior of the salespeople. The salespeople focusand discussion. Use the meeting as an opportunity to
on doing exactly the opposite of what managementencourage people to mentally process the
asks so that they can build their case and prove theirinformation. There is a line, however, between
point.There is another, longer range and more sinisterdiscussion and negotiation. I take a hard-line view on
effect. The company caught in this kind of malaisethis issue. I really don't think it is up to the sales
has virtually no ability to implement any strategicpeople to tell you what they should do. I think that is
initiative. For example, let's say that the company hasmanagement's job.You don't allow your CSR to
decided to take on a new product line. Managementexplain that they don't think they ought to answer
sees the new line as holding excellent future potentialphones. Nor is it acceptable for your warehouse
to grow into a category that is a minor piece offoreman to refuse to take inventory.There is plenty
business at the moment. As management looksof room for sales people to define the "hows" of
ahead, they see this category growing, and want totheir job. But the "What's "are the province of
use this line to position the company in this promisingmanagement.What's next?The written set of
segment.So, management makes a commitment toexpectations, clearly communicated, won't by itself,
the new line, buys the beginning inventory, loads themake transformational changes in many sales people.
SKUs into the computer, works out the pricingA few may have an "ah-ha" insight, but it will take
columns, posts the products on its website, andmore than just this to power the change you want.
educates the customer service department. One last,However, the expectations are necessary to set up
but essential piece remains - harness the power ofthe changes to come.It's like outfitting a sailboat. You
the sales force to generate business.Managementneed to put the mast in place. A mast by itself,
calls the sales force together, brings in thewithout a sail, a rudder and a keel, will do absolutely
manufacturer's rep, and introduces the new strategicnothing to move the sailboat. But, you can't hoist the
initiative. At the end of the day, the sales managersail until you fix the mast.So it is with a written,
announces that, because of the importance of thiscommunicated set of expectations. It is a necessary,
line to the company's future, every salespersonbut not sufficient, step in the process of
should introduce it in every one of his good accountstransforming your sales force.~~~~~~~Excerpted
in the next 30 days.The sales force nods gravely,with permission of the publisher, from the
and then goes out and does whatever they haveTransforming Your Sales Force for the 21st Century,
been doing for the last few years. At the end of theCopyright 2004, by Dave Kahle. Used with permission
30 days, virtually nothing has been done.Soundof the author.About Dave Kahle, The Growth
familiar? I have sketched this scenario to thousandsCoach(R):
of principals and CSOs at annual meetings and nationalDave Kahle is a consultant and trainer who helps his
conventions. I then ask the question, "If you were inclients increase their sales and improve their sales
this situation, what would be the likelihood that everyproductivity. He speaks from real world experience,
one of your salespeople would do what you askedhaving been the number one salesperson in the
them to do?" The response is dismal.How about you?country for two companies in two distinct industries.
Take a moment and reflect on the state ofDave has trained thousands of salespeople to be
"directability" of your sales force.Now, consider themore successful in the Information Age economy.
implications. If you cannot implement a strategicHe's the author of over 500 articles, a monthly ezine,
initiative like this, what is the future for yourand four books. His latest is 10 Secrets of Time
business? Do you have a future?You can see why IManagement for Salespeople. He has a gift for
am so adamant on the importance of a "directable"creating powerful training events that get audiences
sales force. It is one of the most valuable assets youthinking differently about sales.His "Thinking About
can have. Almost to the point that your company'sSales" Ezine features content-filled motivating articles,
future may well depend on it.There are a number ofpractical tips for immediate improvements, useful
causes of this situation: 100% commissionresources and helpful tips to help increase sales.