The Representor, Winter 2012

The Representor, Sa1eswise, Winter, 2012 Issue

What top rep firm sales managers do to develop winning teams

Linda manages a team of 15 salespeople for a manufacturers' rep firm of electronic components, and she is getting fairly tired of the lineup outside her office. "I feel like I should put a 'Doctor Is In' sign on my door because so many people on my team want me to solve their problems and make their decisions for them," she says. They are mostly knocking on her door about standard matters such as pricing a deal or fielding a customer complaint. "I am happy to make decisions about the unusual or tough issues, but I want these reps to take care of these everyday questions," she adds. And she is beginning to understand her part in the dynamic. "I might be too available and not helping my staff fly on their own."
She's right. Linda is acting as chief problem solver and subject matter expert instead of as a coach who can help her people realize their full potential. It's easy to fall into this role, and many rep firm sales managers do. Linda could get rid of the lineup and increase her team's performance at the same time if she learned how to:

surrender her problem-solving role;
ask those in the lineup the questions that would help them solve their problems on their own; and
support them in their decisions and help them learn from both their successes and their failures.

In the chart below are some suggestions for shifting attitudes from those of a manager to those of a coach.

THE MANAGER			THE COACH

1. Keeps salespeople dependent on them.			1. Lets salespeople be independent and self-driven.

2. Doesn't ask for accountability.			2. Empowers salespeople to be fully accountable.

3. Gives the answer or solution to a problem.			3. Draws out the answers through questioning.

4. Focuses on the result.			4. Focuses on the process.

5. Gives little follow-up or follow-through; support is inconsistent.			5. Provides consistent coaching to reinforce be-havior changes until the desired result is achieved.

6. Emphasizes what salespeople do.			6. Emphasizes who salespeople are and what they want to be.

7. Looks solely at salespeople's actions.			7. Observes and is curious about salespeople's actions, behaviors and attitudes.

8. Assumes salespeople possess current knowledge and sales acumen.			8. Makes no assumptions; questions everything; draws conclusions based on facts and evidence.

9. Engages in conversations that have agendas and desired outcomes.			9. Lets conversations evolve collaboratively.

10. Stresses the symptoms of poor performance, such as a reluctance to make cold calls.			10. Digs deep to get to the source of the issue or problem.

11. Gives hollow advice when a problem is identified.			11. Has the salesperson identfy the solution and offers real-life advice on how to change thinking.

12. Doesn't provide a consistent orientation program for new hires.			12. Provides a 30/60/90-day new hire orientation.

13. Shows inconsistency in taking accountability for team performance.			13. Is fully accountable for team's performance.

14. Tolerates excuses.			14. Develops an excuse-free culture.

15. Focuses only on coaching underperformers, not the whole team.			15. Coaches those committed to improving, including top performers.

16. Shows frustration and emotion during coaching conversations.			16. Coaches all salespeople with a neutral tone and curiosity during conversations.

So ... what one thing can you do differently – right now – to shift from being a manager to being a coach? Let me know what you've tried and whether it worked, belly-flopped or something in between. You might also consider hiring your own coach to help you take the leap.

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