The Center for Sales Strategy Blog

All great sales managers will tell you that training and development are the cornerstones for building an exceptional sales team. The sales industry constantly changes and evolves as prospects learn and alter tactics to deal with enthusiastic salespeople. And, every salesperson needs to learn how to adapt to these changes and continue to grow in their field of knowledge.

This is why sales managers and salespeople share common ground when it comes to learning and developing new skills, but as the 2019 Media Sales Report found, there’s still room for improvement when it comes to performance.

Over the years I’ve written posts about my favorite NFL team, the Cleveland Browns. Most of my previous posts reflected on their losing ways and focused on “what not to do” as a manager.

This post is different. This post sheds a positive light on the Browns related to activating talent and tells a nice story about how a new leader transformed the same players from losers to winners by changing five things. 

Imagine that: The same players being coached (managed) differently producing significantly different results!

As I’ve mentioned before in previous blog posts, I’m a long-suffering fan of the Cleveland Browns. My team loses more games than they win. The Browns are also infamous for something else: the team has started 28 different quarterbacks since 1999! Many of these poor souls were drafted by the Browns and then thrown into the fire before they were adequately prepared, only to fail. 

When onboarding new hires, managers have a lot of things to think about. What is the onboarding plan? Will there be pre-boarding? Who will train them? Who do they need to meet and who will show them around and introduce them to the office, co-workers, etc.?

But just as important, what is your new hire’s onboarding plan? If they walk in and have no plan and no goals, chances are they will struggle to find success in their new role. Some new hires will start day one with a clear plan or will have a plan and goals set within a few weeks, but some will need help and guidance in this area.

The Best New Hire Gift: Clear Expectations + Realistic Goals

People crave feedback. We want to know if what we are doing is good, bad, or just plain ugly.

It starts when we are little kids. We all desperately wanted our parent's attention. We wanted them to "watch us" run fast, jump high, or sing a song. We wanted them to be proud of us, but also to give us feedback. Were we doing it "right?" How can we do it better? 

Well, not much has changed since we were children. We still want to know how we are doing. Yet, so many managers seem to think that their people don't need feedback or even want it. WRONG! Your people desperately want to know how they are doing. Feedback is a fantastic way for a sales manager to improve their team's sales performance by reinforcing good behaviors and improving upon weak behaviors.

About a year ago I conducted a sales talent assessment for an up-and-coming college graduate who had very little sales experience but was loaded with both raw talent and a passion for sales. We’ll call her Ashley. The hiring manager, let’s go with Brenda, was thrilled to be able to get someone with such potential “on the cheap,” so she made her an offer right away, which Ashley quickly accepted. 

Even when you are intentional about removing surprises and skilled at talking about price, you may still encounter objections during the sales process. Listening for objections along the way and handling each one as it comes up helps you avoid trying to address all the objections while you are presenting your proposal.