All Star Sales Teams by Dan Kleinman

Author:Dan Kleinman
Language: eng
Format: epub
Publisher: Red Wheel Weiser

We have all heard the term analysis paralysis. That condition surfaces rarely among sales managers. Most sales leaders see themselves as problem-solvers and, if anything, there is a tendency to load and fire simultaneously. The consequences from such exuberance can be problematic. At best the manager may solve the immediate problem, but the cost may be at the expense of strengthening staff, addressing related or longer-term conditions, and reinforcing their own calm and deliberate credibility.

There are those sales managers who feel their own worth in the organization lies in their ability to put out fires. These firemen are to be watched closely. You may often find them in the corner fanning embers and waiting for the flames to erupt. Only when everyone smells the smoke and sees the blaze will they save the day. Problem solvers can become problem creators or passive witnesses to events that could have been remedied prior to crisis.

It is far better to value and recognize problem prevention over problem resolution. Problem prevention can be achieved when the sales team has a clear understanding of what is critical and can interpret the signs that foretell of a problem in the offing. Problem prevention can be achieved when everyone on the sales team knows what their roles in problem management are, and when to inform and when to act. The sales manager is the educational and operational conduit in problem prevention.

But not all problems can be prevented, and that’s when an effective sales manager is faced with deciding when and how to act. Most problems should be seen as growth opportunities for someone. The sales manager needs to place that someone at the fulcrum of the resolution strategy and actively coach them through the process. The time invested in working with others to arrive at lasting solutions is well worth it if future problems can be prevented through staff awareness or if the team is better equipped to independently handle any similar situation should it occur. Obviously, if the problem requires immediate or extraordinary action the coach becomes an active and decisive player. In these situations, a postmortem with the team is the best alternative to guiding others through the resolution process.

Provided that the staff member did not ignite the situation, problem prevention and resolution affords the sales manager with an opportunity to recognize staff not just symbolically, but meaningfully. Each problem prevented, each situation taken care of quickly and thoroughly is worth something to the organization in real dollars saved and time dedicated toward selling and away from fixing. A measured “well done” with an equally measured tangible remuneration can go a long way in cementing loyalty and longevity with the staff member and those observing the recognition celebration. Recognition should never be seen as an entitlement and any remuneration should vary in type. It may be a one-time bonus, or a special perquisite, or a travel opportunity, or a handshake from the CEO. Whatever it is has to be meaningful to the recipient, genuine on the part of the company, and proportional to the event being hailed.

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