Leading a Sales Team out of a Slump

This is a guest blog post from Chris Tully.

Leading Your Sales Team Out of a Slump

Leading Your Sales Team Out of a Slump

Sorry to be the bearer of bad news, but a sales slump can, and will likely happen to every business at some point. One minute, your company sales are cruising along, only to be hit by stagnating or plummeting revenue. These speedbumps in growth can be caused by a variety of reasons, but business owners and sales leaders need to be able to recognize early warning signs and commit to the right steps to get back on the path to success. Too often, there is pressure to do more, when instead the approach should be on doing the right things better.

Current business conditions have brought many new obstacles and distractions which have salespeople’s heads spinning as they try to determine effective next steps. The new sales landscape has also made holding salespeople accountable challenging for owners and sales leaders.

If this sounds familiar, it is time to usher your salespeople into a new normal that will make them stronger and more resilient performers. The first step is for company leaders to get a pulse on the conditions the salespeople are navigating within. Just as important is to take note of your team’s mindset by gauging their confidence level and readiness to engage in a new landscape. Leveraging a senior sales consultant is a worthwhile consideration for such an important evaluation to ensure an effective recovery plan can be developed. It’s natural that your sales reps will need to regain their self-confidence by seeing new approaches modeled. Providing them with a resource that has a proven track record navigating changing market conditions, will expedite their ability to transform their sales approach.

Leadership

In the meantime, here are three practical things you can implement immediately to help your sales team reclaim their balance.

1. Incorporate Activity Reporting

If your sales team is struggling, daily check-ins for a period of time can create a way for your salespeople to share a high-level review of their day including successes as well as difficulties. Avoid turning this into micromanagement by encouraging use of technology to simplify the process. Activity reports can be done with a voice recording, video or chat tool. Drop them a call, voicemail or email every few days after reviewing their daily reports to share feedback, encouragement, and ideas. The goal of daily activity reporting is to bring focus to the fundamental sales activities needed to grow results and to spot early signs of trouble, lack of alignment or to collaborate to get them “un-stuck”.

Based on individual progress, work up to a weekly report cadence once you can tell the salesperson is on the right track with activity consistency, positive mindset, and renewed clarity on how to navigate. This report can dive in deeper on client activity, sales numbers, difficulties, and goals for the upcoming week. And again, make sure you are responding to the weekly reports to engage with your team. Owners and sales leaders should consider taking the information from the reports to summarize in a weekly message to the sales team. Recognize individual successes, help set goals, give encouragement, and address issues from a leadership role to maintain an open line of communication with the sales team while also fostering the spirit of teamwork.

2. Shift from Time Management to Productivity Management

We cannot manage time, but we CAN manage our actions.   It may seem elementary, but it’s time to revisit the basics of prioritization with your sales team. Without basic best-practice guidelines in place during turbulent times, even a top performer can get derailed!

Walk through the basics of calendar blocking for prospecting time, ending every day with creating a plan for the following day, and protecting time by grouping together meetings and non-selling activities. Let your team know where you want them spending their time and focus throughout the day.

While it sounds simple, productivity is generally a difficult skill for salespeople to master due to how their brains are commonly wired. This is exacerbated given the multitude of tasks to be accomplished each day. With a little guidance, you can lead your team to not think about “multi-tasking” for portions of their day. Instead, by them giving undivided attention and focus to the sales tasks at hand, they will have the clarity to achieve success and complete all necessary customer objectives more effectively.

 3. Virtually Moving Ahead

Like it or not, virtual meetings will continue long after the pandemic is behind us, so it is essential to ensure your team is acclimated to engaging with customers in this format. Start by determining if your team is prepared, knowledgeable, and comfortable with adapting their sales approach, including embracing the technology needed to efficiently lead and run meetings. Don’t take their stated confidence for granted. Consider virtual meeting training as the “new normal” format to support the likelihood that virtual selling will continue for some time, maybe forever in certain industries. Learn virtual best-practices and use these tools to differentiate your company from your competitors. 

Even though the goals of virtual and in-person meetings are the same, you will likely need to partner with the sales team to create new approaches and tactics for virtual meetings. Sales teams need to adapt their approach to prospecting, building rapport, uncovering needs and gaining buy-in, as all of these facets of the buy/sell relationship are different in a virtual environment. As the leader, it is your role to ensure the team has access to proper technology, and easy to use digital versions of all documents. Schedule and lead training sessions using role-plays through your video platform to evaluate and improve sales performance. Your company’s digital selling experience demonstrates your company’s professionalism and will influence the customer opinion and buying decision.

While no business owner or sales team leader wants to experience a sales slump, it’s bound to happen. The key to getting out of the slump quickly will be dependent on the company leaders recognizing the warning signs and partnering with the sales team to create a path forward. Even starting with the three simple changes we mentioned above, consider it the first step up toward recovery. With salespeople anxious about job security and other personal challenges, given the current conditions businesses are experiencing, supervisors who push and seek to control may only amplify the stress. These times call for owners and leaders to shift their focus from pressing for performance to supporting their people and leading the way to provide a sense of direction.

Chris Tully is Founder of SALES GROWTH ADVISORS. He can be reached at (571) 329-4343 and ctully@salesxceleration.com“For more than 25 years, I’ve led sales organizations in public and private technology companies, with teams as large as 400 people, and significant revenue responsibility.I founded Sales Growth Advisors to help mid-market CEOs execute proven strategies to accelerate their top line revenue. I have a great appreciation for how hard it is to start and grow a business, and it is gratifying to me to do what I am ‘best at’ to help companies grow faster and more effectively.Let’s get acquainted. I am certain I can offer you an experienced perspective to help you with your growth strategy.”

How to Use CRM to Add Value to Your Sales Team

This is a Guest Blog Post by Chris Tully.

Your customer relationship management (CRM) software system is filled with details about the people and companies most important to your business. But are you using CRM to add value to your sales team?

If you haven’t set up a CRM system to actively monitor and effectively track the steps your sales team takes with business opportunities, then you’re both walking around with your eyes closed. You can’t see what the sales team is doing – and neither can they.

If It’s Not in CRM It Didn’t Happen

About one-third of small to mid-sized businesses I encounter don’t have a CRM system. They are still managing the business on email and spreadsheets. About half of the remaining businesses have purchased CRM software but haven’t fully implemented it. Still others use their CRM for marketing or customer service, but not sales – missing the value of integrating the functions.

In my opinion, if sales activities are not visible in CRM they didn’t actually happen. I’d go so far as to say that if your sales team closed a deal that was not in CRM, hold back the commission. That may sound draconian, but I believe you’d only have to do that once to make the point.

Sales CRM is highly effective for the money. You and your team have the ability to see leads as they are captured, follow the progression of contact and communication through your sales stages, and easily record results. This allows the sales leader to be a more effective coach, gives immediate visibility to results, and provides some insurance if one of your salespeople leaves.

In the bigger picture, capturing all stages of the sales cycle allows you and the team to analyze what works best and recreate the most successful steps – continually refining and improving your sales effectiveness and growing your business.

CRM Guides the Sales Path

Clearly defining sales stages is valuable for your team. For example, Salesforce CRM software allows you to customize the objectives of each stage, enabling a sort of “guided path” to follow. Within the software, there are a series of questions that have to be answered positively before someone can progress. Seeing the hurdles that have to be cleared to reach those objectives can only help your sales force improve.

A good CRM helps the team better quantify sales leads. They can build a qualification score to see how strong each lead is (or becomes) by assigning points as the deal progresses. For example, is a compelling event driving the customer’s decision on the deal? Is an economic ROI stated or implied? Has the decision maker gotten involved in the evaluation of your proposal? All of this allows you as a leader to monitor progress and assess effectiveness.

The more disciplined your sales team is in following an effective, repeatable process and quantifying deals against the rubric you set up, the better they will be as salespeople and the more you’ll increase your company’s sales.

CRM Engagement Is Key to Adding Value

In order for your sales team to embrace CRM, the system has to:

  • Be easy to use
  • Add value by supporting and guiding the sales process
  • Be the “ground truth” of all sales reporting to and by company leadership

Promote engagement by taking two giant steps to successful CRM implementation: get used to asking questions of your sales team that can only be answered by referring back to the CRM, and make your CRM the source for all sales reporting in the company.

You’ll be able to quickly customize reports to illustrate specific sales performance indicators, and visually represent the team’s up-to-the-moment performance in the key metrics you choose to display on your dashboard.

Choosing a CRM System

There are at least 10 good cloud-based CRM systems out there that can meet the needs of most sales teams. There are also sites to help you decide which system to choose. Final choice will be your personal preference, but from my perspective you can’t go wrong with SalesforceHubSpot, or Pipedrive.

Selection and implementation are important. However, engagement is what will make or break CRM effectiveness. The single most important quality of a CRM system is that it adds value to your sales team – it should make their work easier, and help them be more successful.

Chris Tully is Founder of SALES GROWTH ADVISORS. He can be reached at (571) 329-4343 and ctully@salesxceleration.com“For more than 25 years, I’ve led sales organizations in public and private technology companies, with teams as large as 400 people, and significant revenue responsibility.I founded Sales Growth Advisors to help mid-market CEOs execute proven strategies to accelerate their top line revenue. I have a great appreciation for how hard it is to start and grow a business, and it is gratifying to me to do what I am ‘best at’ to help companies grow faster and more effectively.Let’s get acquainted. I am certain I can offer you an experienced perspective to help you with your growth strategy.”