Pittard Training
Leaders often complain that their salespeople won’t do the right actions. It’s one of the biggest complaints that leaders make. They fear putting pressure on their salespeople to do the right actions out of fear they will leave.
These leaders have no control, and without control they will never develop winning teams.
A large part of this problem stems from the reward structures these agencies use – commission-only definitely, but debit-credit is no better. When salespeople are in credit, they are fundamentally the same as commission-only salespeople. In their minds, they work for themselves and will resist leaders asking them to do any actions they don’t want to do (like prospecting). Continue reading Out of Control: What to do when salespeople won’t do the actions
During the boom, I heard many salespeople talk up their results. Many of them are quiet now that the market has turned. Now I see many leaders and salespeople in a state of panic. They’re not making sales and they’re blaming the buyers.
Pittard clients are spread across Australia, New Zealand and South East Asia. It stands to reason that they are operating in different markets. Some are in booming markets, some in static markets and some in down-trending markets. But no matter what market they find themselves in, we give all the same advice:
An interview of William Danko, co-author of Richer Than a Millionaire with Richard Van Ness, will be released this month on Pittard’s streaming platform iTrain®.
It doesn’t take a genius to figure out when a salesperson is in a performance slump, although many leaders don’t appear to notice until the salesperson has been in the slump for too long – sometimes months.
You cannot watch, listen to, or read the news for long without being bombarded with bad news, gloomy forecasts and general negativity. Bad news sells.
If you want to get your new sales recruits off to a flying start, first teach them the essential actions – those necessary to succeed – and then help them formulate a plan loaded with those essential actions. Then follow up and ensure they are being done.
In an age where people can be quick to assert their rights but slow to live up to their responsibilities, we at Pittard advise our leaders to hold their people accountable. That is, accountable for doing winning actions, in large quantities, on a regular basis.