Connecting with your retail teams can sometimes be difficult. It’s hard to identify who’s best assisting customers, who’s a better fit for the cash wrap, or the stock room. Then comes the challenging tasks of retail sales training for new product lines, new brands, or what items are to be featured in a given month. The list goes on, and on; and it all boils down to 1 thing. Engagement.
Sales training can seem like an uphill battle. Strong personalities are drawn to sales. The personality of a sales rep tends to be more competitive and less interested in following the direction of management than the typical corporate worker.
This sales pro’s story is inspirational and should be used to kick off national sales meetings. Katie Francis, a 13 year old Girl Scout sold more than 22,200 boxes of Girl Scout cookies this year, breaking the world record she set last year.
Really, there’s only one thing you must know about your reps – it’s their level of Selling Intelligence™ score. Think “Emotional Intelligence” for selling. This personal story will give you a glimpse into what I’m talking about.
Yesterday LinkedIn introduced an exciting update to Sales Navigator and the Social Selling Index, or SSI and it’s pretty brilliant. Built expressly for sales professionals, the SSI metric provides at-a-glance feedback on your social selling behavior within Sales Navigator with a score of 1-100.
You need to hire a rep. You’re under pressure. The territory is active and you’re filling the gap, but you’re not getting the results you need to fulfill numbers obligations. So, you begin a search. After sifting through so many resumes your eyes are beginning to emit smoke, you invite a candidate to meet.
Perhaps your sales management values hard work, or intelligence above all else. Doesn’t sound like a bias that would be detrimental to the sales organization. However, it could be costing your company big time.
Is your sales organization poised to undergo a transformation? Maybe you’re moving from a product sale to a solution sale – which now calls for your sales reps to sell into the C-suite of the customer organization and rapidly forge new relationships. Or you might be running a sales organization that has long enjoyed the luxury of product superiority and must now, due to new competition, sell value to win the deal.
Harvard Business Review found that sales managers often waste their time focusing attention on the wrong reps. Management chooses to “engage with poor reps because they feel they must in order to meet territory goals, and they work with their best reps because, well, it’s fun.” Unfortunately, these two populations that get the most management time are the least likely to be affected by sales coaching.