Building Belief for Sales Success
Are your sales inconsistent? Are you losing more opportunities than ever before? Does your sales team seem weak compared to those of your competitors?
Any number of reasons-from rapid growth to hiring mistakes-could be responsible for a "yes" answer to any of those questions. But in working with our clients, we often find that the underlying problem is actually an emotional one: lack of passion. Individual team members or the entire sales organization-or both-simply don't have the combination of enthusiasm and belief that's essential for success
Salespeople have to be emotionally invested in their work with a burning desire to achieve. They must also believe that the company they represent is the best and the solutions or services they sell are of the highest quality. That belief must be genuine. It's not just a marketing message, and it's not something that they can fake.
With all the new products Microsoft has launched in recent months (and will continue to release this year), that type of authentic belief is more important than ever for partners. Most sales organizations don't do any belief-building activities, though. Or if they do, they only do so occasionally. Our experience shows that the most successful sales teams constantly undertake belief-building initiatives. Examples include:
Storytelling: People from different cultures and generations pass along stories about their ancestries, traditions and lore. Microsoft partner companies need to take a similar approach to capturing and preserving their histories. To do so, write down customer success stories when they occur. Put together detailed descriptions of your company's role in helping customers implement new technologies, launch or salvage important projects or earn recognition from Microsoft. Then share these stories at sales meetings and other employee events. You can also use the best stories to recruit top performers and help orient new employees
Monthly Meetings: When a company launches, its first employees typically feel that they share a mission. Everyone knows everything that's happening and what's needed to succeed. But when the staff grows beyond about 15 people, that sense of mission-along with clearly defined expectations and common beliefs-can be difficult to maintain.
We believe that monthly employee meetings are crucial for keeping everyone engaged and informed. (Larger organizations and those with remote offices may want to opt for quarterly day-long events instead.) Such gatherings give you a chance to remind your staff about your business philosophies, plans and expectations. You can also use them to recognize outstanding employees, perhaps honoring a Most Valuable Player chosen by the team at each session. Remember to make the meetings fun as well. Consider sponsoring games or offering door prizes. One company meeting I attended featured a surprise visit from an Elvis impersonator, who sang several songs.
Customer Visits: Each quarter, have your entire sales team visit a customer company that's successfully implemented your solutions. Ask the customer's executives to describe the impact your company has had on their competitive position or to review the savings they've gained from your products and services. You might also invite customers to share their experiences at some of your monthly meetings.
Reference Letters: Ask your best customers for testimonials. While such letters are, of course, highly useful as tools for future sales presentations, they're also valuable for building belief in-house. Frame the letters and display them in your lobby or sales presentation area. Have new employees read them as part of the orientation process.
In our business, it's all too easy to get bogged down with lost sales, missed project dates and other problems. Regularly reinforcing the positives goes a long way toward keeping everyone's belief and passion strong and moving in the right direction.
Ken Thoreson is managing director of the Acumen Management Group Ltd., a North American consulting organization focused on improving sales management functions within growing and transitional organizations. You can reach him at firstname.lastname@example.org.