I'am working with frustrated managers a lot of times. Some say they can't get the sales force to do there job. Who is the problem and how can we fix it?
It's ok to have a problem but not ok to fix it. Lack of training , little or no rules or penalty if someone does something wrong are just a few. These are good people that need help. Any ideas on how to help them?
Replies to This Discussion
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Permalink Reply by Fred G. Slabine on -
Hi Fran, How are you doing?
May I tell you a quick story about this subject? In my last position as an F&I manager; I was recruited to assist a dealership that was a mess. Everybody was dissatisfied--managers, sales people, lending institutions, customers etc.
On my first day, after I was introduced, I met with all the sales people and asked them, “What I can do to make you.smile?” So one by one, they gave me a huge list of what I could do to assist them in performing their duties. I wrote everything they said on a white board. After they were done, I drew a line on the board and said, “I agree to do everything you’ve asked.” Then I asked them, “Now, what can I expect from you in return?” Their list was just as long. We both agreed to support each other.
When things were slow, I would go out to the sales area just to chat with the sales professionals and find out what was important to them. I worked hard to build a personal relationship with everyone on the team. Finally, they realized they had someone on their side, someone who cared about their deals, made sure that they were paid promptly, would help problem solve when things got tough, and even call their customers to try and close the deal. As a result, sales and profits increased dramatically. They were delighted, as was I.
We all honored our agreements. I got their really tough deals done, and they gave me 100 percent effort and more. I used the same technique with the banks so they were on my side as well. The other managers saw what was happening in my department and asked what they could do to boost their performance as well.
It all goes back to one of my favorite expressions. It has to do with changing radio stations. Instead of listening to WIIFM (What's In It For Me), how about tuning into WCIDTMYS (What Can I Do To Make You Smile). Changing channels really works.
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Permalink Reply by George Gabriel on
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A Manager's job is to hire, train & maintain the best Sales Team possible. When they make comments like this, they are, in reality, driving the bus over themselves! They should be trying to improve the Team every day, where ever they go. One at a time, not by bringing in some recruiter or making wholesale changes. If they are good people, then they should be able to attract good people. Restaurants, clothing stores, hotels, bars ... wherever Customer-focused people work. They have to keep their eyes open all the time.
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Permalink Reply by Fran Taylor on
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Yes Fred you are right. Letting them know you are there for them is a big help. Showing them is the other. I'am with you all the way . Thank you and best of luck.
Fred G. Slabine said:Hi Fran, How are you doing?
May I tell you a quick story about this subject? In my last position as an F&I manager; I was recruited to assist a dealership that was a mess. Everybody was dissatisfied--managers, sales people, lending institutions, customers etc.
On my first day, after I was introduced, I met with all the sales people and asked them, “What I can do to make you.smile?” So one by one, they gave me a huge list of what I could do to assist them in performing their duties. I wrote everything they said on a white board. After they were done, I drew a line on the board and said, “I agree to do everything you’ve asked.” Then I asked them, “Now, what can I expect from you in return?” Their list was just as long. We both agreed to support each other.
When things were slow, I would go out to the sales area just to chat with the sales professionals and find out what was important to them. I worked hard to build a personal relationship with everyone on the team. Finally, they realized they had someone on their side, someone who cared about their deals, made sure that they were paid promptly, would help problem solve when things got tough, and even call their customers to try and close the deal. As a result, sales and profits increased dramatically. They were delighted, as was I.
We all honored our agreements. I got their really tough deals done, and they gave me 100 percent effort and more. I used the same technique with the banks so they were on my side as well. The other managers saw what was happening in my department and asked what they could do to boost their performance as well.
It all goes back to one of my favorite expressions. It has to do with changing radio stations. Instead of listening to WIIFM (What's In It For Me), how about tuning into WCIDTMYS (What Can I Do To Make You Smile). Changing channels really works.
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There is nothing wrong when asking for help. All managers should be taught different ways to work with a sales staff. I know a lot of good managers that say they are not good trainers. This doesn't make them a bad manager. They just need help. Thank GOD managers are smart enough to know they need help or trainers wouldn't have jobs. Thank you sir.
George Gabriel said:A Manager's job is to hire, train & maintain the best Sales Team possible. When they make comments like this, they are, in reality, driving the bus over themselves! They should be trying to improve the Team every day, where ever they go. One at a time, not by bringing in some recruiter or making wholesale changes. If they are good people, then they should be able to attract good people. Restaurants, clothing stores, hotels, bars ... wherever Customer-focused people work. They have to keep their eyes open all the time.
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Permalink Reply by Fred G. Slabine on
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Hi Fran, If you do not mind I would like to respond to Mr. Gabriel's coment:
Most sales managers provide their new hires with some introductory training and run weekly sales meetings aimed at improving productivity. Certainly, these are important parts of their job, and their supervisory role is critically important. But do they have the time or the skills to provide intensive training on a regular basis? Are they getting the desired results? When was the last time you saw a dramatic change in sales and profits after an hour-long sales meeting?
The reality is that while most sales managers are great at selling vehicles, few were trained to be sales trainers. This is a specialty area, and effective sales trainers have spent a lot of time learning and perfecting their craft. Even if they have the knowledge and skills to provide effective training, few sales managers have the time it takes to provide both intensive training and ongoing support. Why take the sales manager off the floor where he or she can assist the sales staff in problem solving and closing deals? Wouldn’t you be better off outsourcing advanced training to qualified professionals?
An outside trainer can offer new ideas, see things from a different angle, present a different face, and offer a distinctive point of view. What’s more, the right trainer can motivate and inspire your sales team, helping them boost their performance so that they dramatically improve your bottom line. Sports teams have multiple coaches on staff, and even Fortune 500 companies bring in outside management consultants to enhance profitability. Don’t your sales managers deserve a TO as well?
If you had an electrical problem with your vehicle would you go to the corner gas station? Of course not, you would go to someone who had the knowledge, equipment, experience and training to diagnose and repair your problem. If you want the best results go to a professional sales trainer.
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Permalink Reply by George Gabriel on
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Fred,
I respect your opinion, and as a trainer most of my adult life, I would want Managers to think that an outside trainer is the answer. The "ultimate" trainer, however is (and always was) the desk, and what management asks a Sales Consultant to do on a day-to-day, deal-by-deal basis is what they are actually being trained on. Eventually, management will have to take responsibility, and if a Manager is not able to do that, I would question his or her ability to actually "manage". I responded honestly, without a desire to strum up business ... too busy already.
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Yes sir Mr Gabriel I agree with you. The problem that I'am talking about is the manager needs to control the sales force. I personally would take the salesman off the floor, give the deal to another sales rep or fire someone who doesn't what I ask everyone to do. I would train and retrain until they get it or I have to let them go if it doesn't work. Not all managers are taught that. You must have rules and lead by example and everyone has the same set of rules. Thank you sir.
George Gabriel said:Fred,
I respect your opinion, and as a trainer most of my adult life, I would want Managers to think that an outside trainer is the answer. The "ultimate" trainer, however is (and always was) the desk, and what management asks a Sales Consultant to do on a day-to-day, deal-by-deal basis is what they are actually being trained on. Eventually, management will have to take responsibility, and if a Manager is not able to do that, I would question his or her ability to actually "manage". I responded honestly, without a desire to strum up business ... too busy already.
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Yes Mr Slabine about getting help. I feel sorry for some dealers who pay good money and hires a company who comes in and wants to fire people right away. Thats not training. How ever there are good trainers that can help any dealer. I suggest they check the trainer out carefully before they spend their money. Your comment is always welcome. Thank you sir. Fred G. Slabine said:Hi Fran, If you do not mind I would like to respond to Mr. Gabriel's coment:
Most sales managers provide their new hires with some introductory training and run weekly sales meetings aimed at improving productivity. Certainly, these are important parts of their job, and their supervisory role is critically important. But do they have the time or the skills to provide intensive training on a regular basis? Are they getting the desired results? When was the last time you saw a dramatic change in sales and profits after an hour-long sales meeting?
The reality is that while most sales managers are great at selling vehicles, few were trained to be sales trainers. This is a specialty area, and effective sales trainers have spent a lot of time learning and perfecting their craft. Even if they have the knowledge and skills to provide effective training, few sales managers have the time it takes to provide both intensive training and ongoing support. Why take the sales manager off the floor where he or she can assist the sales staff in problem solving and closing deals? Wouldn’t you be better off outsourcing advanced training to qualified professionals?
An outside trainer can offer new ideas, see things from a different angle, present a different face, and offer a distinctive point of view. What’s more, the right trainer can motivate and inspire your sales team, helping them boost their performance so that they dramatically improve your bottom line. Sports teams have multiple coaches on staff, and even Fortune 500 companies bring in outside management consultants to enhance profitability. Don’t your sales managers deserve a TO as well?
If you had an electrical problem with your vehicle would you go to the corner gas station? Of course not, you would go to someone who had the knowledge, equipment, experience and training to diagnose and repair your problem. If you want the best results go to a professional sales trainer.
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Permalink Reply by Fred G. Slabine on
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In many cases, it's the sales managers themselves who need the training. All too often, they've been promoted due to their longevity or great success in selling vehicles. They may be very productive salespeople, but they may not have the knowledge, skills, and experience they need to motivate, inspire, and support others.
Effective managers know how to develop a shared vision and clear goals, how to encourage continuous learning and improvement, and how to build a positive work environment. This may not come easily to top sales people who are far more used to competition than collaboration. It takes a new mindset, along with specific management skills that are not taught in traditional sales courses. As I'm sure you know, managing sales professionals if a far different challenge than getting a customer to buy.
George Gabriel said:Fred,
I respect your opinion, and as a trainer most of my adult life, I would want Managers to think that an outside trainer is the answer. The "ultimate" trainer, however is (and always was) the desk, and what management asks a Sales Consultant to do on a day-to-day, deal-by-deal basis is what they are actually being trained on. Eventually, management will have to take responsibility, and if a Manager is not able to do that, I would question his or her ability to actually "manage". I responded honestly, without a desire to strum up business ... too busy already.
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I agree Mr Gabriel. I think most dealers do not have a penalty if the sales person keeps doing something wrong. The dealer has to back the GM or the rules are worthless. This doesn't mean firing people all the time. But some times you have to in order to get the message across to people what you want done. Thank you sir.
Fred G. Slabine said:In many cases, it's the sales managers themselves who need the training. All too often, they've been promoted due to their longevity or great success in selling vehicles. They may be very productive salespeople, but they may not have the knowledge, skills, and experience they need to motivate, inspire, and support others.
Effective managers know how to develop a shared vision and clear goals, how to encourage continuous learning and improvement, and how to build a positive work environment. This may not come easily to top sales people who are far more used to competition than collaboration. It takes a new mindset, along with specific management skills that are not taught in traditional sales courses. As I'm sure you know, managing sales professionals if a far different challenge than getting a customer to buy.
George Gabriel said:Fred,
I respect your opinion, and as a trainer most of my adult life, I would want Managers to think that an outside trainer is the answer. The "ultimate" trainer, however is (and always was) the desk, and what management asks a Sales Consultant to do on a day-to-day, deal-by-deal basis is what they are actually being trained on. Eventually, management will have to take responsibility, and if a Manager is not able to do that, I would question his or her ability to actually "manage". I responded honestly, without a desire to strum up business ... too busy already.
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Permalink Reply by Tom Gorham on
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This has been an interesting conversation and one that's relevant to me right now. I might add that when multiple managers are responsible for the sales staff, the managers themselves must be on the same page. Sales staff will often take the path of least resistance. I believe in positive motivation but I also agree that there are times people must be fired when they fail to grasp their responsibilities. All carrots and no stick fails to inspire some people.
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I agree sir. I receiently was training with a store where the sales people were sleepng in the show room. This is the same sales person who had a goal of 7 care a momth and being in the business for many years. The dealer has to fire complainers and non producers or quit complaining of bad months. It's just a business and nothing more when you fire a person who cost the dealership money. Thank you.
Tom Gorham said:This has been an interesting conversation and one that's relevant to me right now. I might add that when multiple managers are responsible for the sales staff, the managers themselves must be on the same page. Sales staff will often take the path of least resistance. I believe in positive motivation but I also agree that there are times people must be fired when they fail to grasp their responsibilities. All carrots and no stick fails to inspire some people.
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