Today I want to write a little bit about the importance of respect for your people when leading/coaching sales teams. The only way to gain sincere respect is to give the same. I’ve seen far too many situations where this key factor is missing and it is amazing how quickly things can go south when this happens. It’s easy to get caught up in the need to “manage” your team members and have them under scrutiny to ensure compliance with direction, results and process, but in order to effectively lead and gain the trust of your people, you must truly care about them and respect the job they do every day.
So, I’m going to come right out and say it: I am an unabashed fan of salespeople, both reps and managers. But let me make one very important qualification here: not just anyone who calls themselves a salesperson or merely fills a sales-based position. “Sales” can sometimes become a catchall category or a field where people with no true career end up by default, usually in less desirable sales roles/organizations with significant ongoing turnover. This leads to a group of dabblers, transients and others who don’t really have their hearts and souls invested in the art/science of sales. No, I’m talking about the true sales professionals who respect and take pride in their work, who hone and practice their craft at a very high level and aren’t afraid to put in the substantial work required to do that.
Caveat: If you’re a salesperson on my team who isn’t willing to put in the work and do the pushups required to excel in your role, you will definitely hear about it from me!
I think that my sincere respect for the sales representative and manager roles is a result of a few things:
1. I have vivid memories of when I was in the rep role…it was a hard job and it’s getting harder every day (stay tuned for an upcoming article on how the Information Age has changed the way salespeople are viewed). I remember all of the challenges involved in just gaining access to my customers. The myriad moving parts that could trip up my efforts. The deflating impact that hit when my company didn’t live up to the commitments we had made to a customer. I remember that even when I was doing really well and winning awards, and my manager was a friend of mine from whom I learned much, I still had anxiety leading up to our field time together. His presence changed the dynamics of the day, the customer interactions and the overall workflow. None of this is bad, none of it is intentional, it’s just the way human nature works and some of the unavoidable trials of a life in sales.
2. I also clearly remember my early days as a manager. Suddenly being the “third wheel” at the party and trying to determine my role and where I could bring value. Being a field sales manager isn’t easy and, unfortunately, many people who end up in that role really should not be doing that job. The skills and abilities that make a top rep don’t always translate into making a top manager. There are so many additional/different skills required, emotional intelligence being one of the most important. How do you teach without taking over the call? When should you take over the call in order to do the right thing by the customer/company? What are the best techniques for providing meaningful feedback without leaving your team member feeling wounded and betrayed? What kind of tone and culture do you want to establish for your team? How do you stay true to the company direction you're receiving from above while remaining committed to the team members who depend on you? And so much more…
3. But mostly, I believe that my tremendous respect for those who are in sales stems from growing up with a father who was a Super Salesman, and unconsciously witnessing firsthand how it’s supposed to be done. My dad sold industrial equipment, Caterpillar forklifts to be exact, for 40+ years and he was like the New York Yankees of sales. He won the top awards virtually every year – no one else even came close. Steadily spectacular with an endless stream of repeat business based on the legacy of quality and commitment he built with his customers. He understood the basic blocking and tackling of sales without formal training and he put in the after-hours time to prepare, organize and plan as diligently as top-flight athletes who never leave the gym and religiously watch game and scouting film in order to be ready for the next battle.
So, don't forget to honor the work your team members are doing out there every day, reps and managers alike, and respect what they do as you would have them respect your position and responsibilities. You'll be amazed at the positive impact this has on your team members, and on you!
That’s where I’ll end for this article, but check back next week for more about ways you can raise your game, increase your sales and improve your ability to develop and motivate your salespeople. Thanks for reading!