Промышленный лизинг Промышленный лизинг  Методички 

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how they were managed and coached-more often than not with a heavy, outdated push style. 16 Furthermore, sales coaches who were top performers often dont know exactly why they were successful as salespeople, so they cant effectively impart what they know to others. (See also Sales Trap 21, Top Performers Are the Best Teachers. ) You cant share the secrets of your success if you arent quite sure what they are! Even when managers are able to pass along their knowledge effectively, that knowledge is often outdated and therefore no longer applicable.

Many sales managers havent even taken their own companys sales training program, whereas the sales staff have. The reason for this is that when a company changes its basic skill training program, the sales managers who learned the old program never have time to take the new one. Management wonders, Why should our sales managers take this course? They dont need training. They can sell. However, while they may not need to take the sales training program to improve their own performance, they need to be able to reinforce their salespeople who have taken the new program using the labels and language from that program. Top companies have a common language, which is reinforced through training. Admittedly, this can be expensive if you continually change training programs.

MANAGERS LACK COACHING SKILLS

Sales-skill coaching is a specialized skill, different from sales management. Sales managers are often simply not trained by their companies to coach selling skills, so they dont know how. Salespeople complain that the coaching they receive is too basic to help them meet their customers escalating demands.17 The critical coaching skill that sales managers usually lack is giving effective feedback and reinforcement.18



MANAGERS ARENT GIVEN INCENTIVES TO COACH

Companies rarely reward managers for coaching (with incentives such as compensation, promotion, good performance reviews, or simple recognition). When was the last time you attended a recognition or award meeting at which a manager was recognized with a plaque for his or her development of people?

Marion Miller, a thirty-year veteran with Xerox in sales, sales management, and human resources, had this to say:

We are committed to developing our people at Xerox. We train them extensively, we have one of the best training programs in the world, we include people development in management reviews, and we genuinely care about our people, but I cant remember when we have recognized a manager solely for the development of his or her people.

ACTION POINTS

4 Salespeople need coaching in order to learn. Companies that want to see a financial return on their training costs and want to see their salespeople improve need to either train sales managers to coach or subcontract coaching outside the company.

4 Reward sales managers for coaching. Its good to include monetary incentives and to devote a section of annual review to their effectiveness in developing their people, and it is even better to send a message throughout an organization that says: We do care about our people. We want to recognize those who are responsible for the development of our people-people who develop the best in others. We want to recognize and reward them in public and at departmentwide, divisionwide, or companywide meetings.



4 Salespeople should take responsibility. No one else can take responsibility for a salespersons performance. You must take the ultimate responsibility for your own development. A company can give you extensive opportunities to grow and improve-provid-ing books, materials, training classes, and mentoring-but in the end, you are the one who decides how much effort you will put into your development.

SALES TRUTH 22: Sales managers usually arent good coaches.



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