Teams need structure—this goes without saying. But sales teams need to operate within a specific structure in order to ensure prospects and opportunities are moved promptly through the sales process. A weak foundation or improperly designed sales process can directly affect company sales and the team’s success.
While there are variations of sales team structure models (i.e. Assembly Line, Pod, Centralized vs. Decentralized, etc.), what’s most important are these common factors that can be found across all models.
Promote Learning from Within.
When it comes to good salespeople, if you start to see their number slipping, consider that it’s not the lack of ability or motivation—maybe it’s the absence of product or sales training. When looking into reevaluating the team structure, also spend some time thinking about how you can better prioritize coaching and regular sales training in addition to team onboarding training. Salespeople can always improve their sales skills. Contrary to popular belief, it’s not a one-and-done situation in terms of career training.
Underline the Importance of Culture.
Sales leaders who are invested in the success of the team need to also be invested in the success of each sales person’s individual goals. Rules and policies that help keep the sales organization moving forward and operating within limits help give the team direction and the ability to exercise their strengths. The team should be motivated to crush their goals whether they are being watched or not (whether you are in the office or not). These salespeople will also be the ones who exhibit a winning attitude, strive to find solutions where it seems as though there are none, and stop to help those around them. These are the future leaders of the team, and these are the culture traits and qualities you need to underline in your top salespeople.
Feedback.
Regardless of the model under which your sales team is operating, sales representatives need consistent, valuable feedback. In order for your team to continue getting better, closing more deals faster, etc. you, their sales manager, need to provide feedback, in addition to making sure they have the tools and resources they need to be successful. For example, instead of listening to all of one person’s calls, listen to only a handful of each. Whether they are good or bad, the feedback provided needs to show the salesperson that their work and contributions to the team and the process are important.
Sales leaders want to work with salespeople who love their jobs, enjoy working with and meeting new people, and are good at learning a product and helping prospects problem solve a solution they can offer. While some of these are intrinsic traits, others can be learned. As the manager, first understand what kind of sales team you want to have, how you want it to operate, and what your end goals (aside from sales goals) should be. Build your team on this foundation. Adjustments may be necessary as the company grows and scales. But the one thing that shouldn’t change is your drive to build a sales organization that can sustain long-term growth. It’s out there, and it’s possible. Contact Insured Solutions to learn more.