While no one has enjoyed dealing with the fallout of the Covid-19 pandemic, it has certainly provided many of us with impetus to change how and where our associates do their work. 

Technology has saved many businesses from crushing productivity loss and caused many executives and managers to re-think how work gets done in their organizations, and especially how productivity is affected by working from home (or, any remote location). 

But this is only the beginning. There are other changes on the horizon in the next 5-10 years that will demand that we change how we define work and how we measure productivity.

Have you ever participated in a trust building exercise?  They have been the craze for years.  There have been a few fun ones, like Escape Rooms, but there have also been a few you wish to forget, like “trust fall.” Seriously, who enjoys blindly falling backwards hoping someone will catch us?!   

Team building exercises are a great way to form relationships and build reciprocity. But developing trust takes time—much longer than one afternoon—and activities alone are not how a foundation of trust is established. Building an effective team starts by asking thoughtful questions. Those questions spark conversation, providing team members an opportunity to share bits of information about themselves, and over time, leading to more trust and engagement—improving team productivity along the way.

How do you know if you have a sales structure problem? Too often, sales organizations are evaluated single-handily by their results. If your company isn’t hitting targets and sale goals aren’t being achieved, the blame falls on not having the right salespeople. But, is the source of lost revenue really a “people” problem?

Underperformance is easily blamed on salespeople because data often helps support the claims. However, while we always seek to improve the performance of sales teams, there are a few indicators that show you may have more than a people problem.

Sales enablement. Is it a buzzword or just a misunderstood word?

DEFINITION OF SALES ENABLEMENT: Sales Enablement encompasses the technology, strategy, processes, and content that empower sales teams to sell smarter and faster. It’s about providing salespeople with what they need in order to successfully and strategically engage the buyer throughout the buying process. Why wouldn't you want it?

Perhaps the most anticipated grand opening of all times is occurring at various levels across our land right now—and it is joyous to see. But to say things are not quite returning to normal yet would be a great understatement. 

Most businesses are still adapting to the environment. Many are operating without key segments that were profitable just a few months ago or inventing new offerings in response to the changes we’ve all experienced.  Just as our clients are rethinking how they approach the market, so should your sales team.

“Respect is a two-way street, if you want to get it, you’ve got to give it.” - R.G. Risch

Aside from lowering prices, releasing better products, or providing superior service, there's something else that your salespeople can do to improve sales performance. A sales professionals livelihood depends largely on the levels of trust and credibility they build with prospects and clients.

The more respect you command, the higher close ratio you will have. Additionally, the higher the degree of trust you establish, the less the need to negotiate. Getting that first appointment with a new business prospect is difficult because most sellers don't take the time to establish trust and create value in the mind of the prospect.

If you want to be treated as a professional, someone who is trustworthy, and worth an investment of time, do these four easy things and prove it to your prospects and clients. 

The job of a sales manager is a challenging one. One of the biggest challenges they face is how to keep their salespeople motivated and producing quality results.

Some of the best ways to help salespeople become more productive doesn't include spending a fortune or sending them through another training class. A few of the best ideas are ones that help to reduce administrative burdens and increase time in the field or on the phone. 

Take this five-question quiz to set the foundation for this blog post—simply answer agree or disagree.

1. I interview sales candidates every week, even if I don’t have openings on my staff.

2. I find my best sales candidates when I’m under the gun and have openings on my staff.

3. I move out underperforming sellers often because I keep a talent bank of qualified prospects.

4. I am a proactive recruiter, always looking for, and evaluating talent.

5. I often tell candidates that I’m interviewing even though I don’t have a position open.

If answered disagree to the majority of these questions; continue reading this post.