This is a common question, as it can be difficult to find a good sales person and instead attract those that are really account managers and in fact sales adverse!
The instant reaction is to micro manage the under performers, but I’d guess that you don’t really have the time to do this and for sure, they won’t like it or respect you for it.
I’d suggest you have to help them find their way, find their rhythm, create great habits and demonstrate the behaviours that will lead to the results you desire.
Giving a boost to the commitment from a sales team without falling into micromanagement is a balancing act many leaders face. Additionally, it’s not an easy thing, so it is often avoided or it creates procrastination.
In the majority of cases, the lack of sales is directly related to the lack of activity. Avoidance, laziness, or the lack of skills or knowledge may also contribute. To help you lead and improve their activity and the related outcomes, here are a few thoughts that can help energise your team and drive them toward their targets:
- Give Purpose by Setting Clear, Inspiring Targets: Sometimes, targets can feel abstract or disconnected from their daily activities. Help your team see the “why” behind each target – what achieving it will mean for them personally, for the business as a whole, and for the customers they serve. When the goal is shared and connected to their role, then the commitment often follows naturally. Share the mission, share the purpose, share the objectives.
- Provide clarity over their high level responsibilities: Too often the job description and way the role should be executed is forgotten. Perhaps someone brings in their old habits and do it their way, often a way that has’t really worked before. Set expectations with clarity about what has worked for you and the business in the past. Expect that execution and habit creation in first instance and then invite their innovation and creativity to continually improve.
- Regularly Recognise Small Wins: Salespeople thrive on recognition, and it doesn’t have to be financial. Acknowledging each win, no matter the size, fuels their sense of progress. Try a weekly roundup of achievements or simple shout-outs for hitting milestones. It builds morale and keeps energy high.
- Provide Autonomy with Accountability: Give your team members ownership over their approach while keeping expectations clear. Trust them to manage their own schedules, strategies, and client interactions, while setting up regular check-ins to discuss progress and obstacles. This encourages responsibility without them feeling watched over.
- Provide the framework that allows you to help them: From my experience, if a sales person knew how to improve, then they would. In the majority of cases they can’t see the way to improve themselves and need your external eye or mentorship to show the way. If you ask the under performer to record their weekly schedule or complete a scorecard providing the actuals vs targets against their “success drivers”, then you will have valuable data at your fingertips that will help you to help them.
- Invest in Development and Growth: People are more motivated when they see a path to growth. Identify where each team member could benefit from skills training or personal development, and provide opportunities for them to expand these areas. Regular coaching sessions can inspire commitment by helping them see a clear upward trajectory. I’ve also found the regular time with you, or a senior manager, is the investment needed rather than another classroom training course!
- Involve Them in Strategy Discussions: When your team feels involved in the broader sales strategy, they’re more likely to be invested in the outcome. Encourage your team members to share insights, suggest strategies, and brainstorm solutions to challenges.
- Tailored Incentives and Rewards: Standard rewards may not motivate everyone equally. Get to know what drives each team member and consider personalised incentives that resonate – whether that’s flexible work time, more holiday, mentorship opportunities, or other perks.
The key here is to create a culture of self-motivation and mutual support.
