| For over 200 years the US Constitution has served as | | | | Sales results can't be managed, but behaviors and |
| the system of fundamental laws and principles of our | | | | activities can. |
| society. This amazing document has served as the | | | | To be the best sales manager you must get in front |
| cornerstone of our democracy. A reflection of our | | | | of the result, get the best sales management |
| Founding Fathers' core values, the Constitution has | | | | training possible, and put in writing your expectations |
| kept our society on track since 1787, and has certainly | | | | of the behaviors and activities that contribute to sales |
| contributed significantly to the growth and success of | | | | results. |
| the United States. | | | | Think of this issue – a team without |
| What is the Constitution of your sales team? | | | | well-communicated performance standards - from |
| Have you, as yet, identified and communicated your | | | | your salesperson's perspective. As a salesperson, you |
| cornerstone? If I was to ask five of your salespeople | | | | have a clear understanding of the sales quota results |
| to describe to me what is expected of them in areas | | | | expected of you, but you're unsure exactly how to |
| other than sales results would I receive five different | | | | produce those results. So you do what you think you |
| answers? | | | | should. You "make it up on the fly." Then, because |
| The Production Equation: B+A=R. | | | | nobody tells you you're doing it wrong you assume it is |
| Behavior plus activities equals sales results. Or, | | | | acceptable behavior. So you keep doing it, and form |
| another way of saying this is that every successful | | | | bad habits. It's an unproductive cycle. |
| sale is the outcome of a series of behaviors (how | | | | How to Draft your Sales Team's Constitution |
| something is done) as well as activities (how many | | | | Think of your top salesperson... what specific |
| times a behavior is performed). | | | | behaviors does he/she do that contributes to sales |
| Unfortunately, many of us sales managers try to | | | | success? For example, "makes at least five new |
| manage results. We wait until a rep has a bad month | | | | business prospecting calls every day." Then, what |
| before we decide to get involved in "coaching" them. | | | | attitudinal qualities does he/she have which contributes |
| So then, when a rep produces a bad month, we rush | | | | to success? For example, "attempts to solve problems |
| over and smother them in coaching trying and get their | | | | before seeking help." |
| production back up quickly. Sales managers who try to | | | | Make a list of behaviors and activities that describe |
| manage results are like a driver of an automobile who | | | | your top salesperson, and then share this list with |
| only looks in the rear view mirror... chances are they | | | | everyone on your sales team. Have each of your |
| will be surprised when they collide with something that | | | | salespeople assess themselves on a quarterly basis |
| is unexpected. Looking only in the rear view mirror is | | | | against these behaviors and activities: Meets, Exceeds, |
| not an effective way to drive a car, but it happens to | | | | Needs Improvement. Then, sit down one-on-one with |
| be the way that many sales managers drive their | | | | each salesperson, discuss his/her self assessment, |
| sales teams. | | | | and put a plan in place to improve those. |