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 William P Alberts on
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I find it interesting that we discuss the problems of today, in most cases, as if they are new to what we do. Frankly the interview and hiring processes in your store are an area to keep close watch on. Urgency, the one word that defines a true sales person, is that which can only be managed through encouragement or threat if we continue to hire the way we do. We hire out of need and panic. It is systematic, spring is coming, in the northeast, time to freshen up the sales force. I heard this somewhere before but the majic bullit does not exist. Focus your attention on those who show the most urgency, inspiring them to get motivated will bring much better results. They are already motivated The guy/gal, who calls relentlessly, sends email consistantly and and just plain will not let it drop, there he/she is.
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Permalink Reply by Fran Taylor on
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I agree with you Me Alberts. I also like the go getters that won't quit. Even the non go getters can be helped by making certain things a requirement rather than a request. Managers with good follow up and making people accountable helps all involved in sales. Thank you sir.
William P Alberts said:I find it interesting that we discuss the problems of today, in most cases, as if they are new to what we do. Frankly the interview and hiring processes in your store are an area to keep close watch on. Urgency, the one word that defines a true sales person, is that which can only be managed through encouragement or threat if we continue to hire the way we do. We hire out of need and panic. It is systematic, spring is coming, in the northeast, time to freshen up the sales force. I heard this somewhere before but the majic bullit does not exist. Focus your attention on those who show the most urgency, inspiring them to get motivated will bring much better results. They are already motivated The guy/gal, who calls relentlessly, sends email consistantly and and just plain will not let it drop, there he/she is.
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Permalink Reply by Bob Gaber on
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Training is not the issue. Quality training that the salesforce will buy into is the issue. Managers training their staff does not work. They have neither the time or training skills to do it. Besides, if they are training, who is running the store? Companies such as AUTOMAX and myself are professionals at doing this. Managers and owners say, "Well what about the cost?" My answer is easy, how much does it cost you, if you don't train your staff? You need me? Just whistle. You know how to whistle, don't you? Just put your lips together and ...
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Yes Mr Gaber quality training is important. However I respectfully disagree with the managers don't have time or aren't qualified. Managers are no different than sales people except the manager part. Most don't make the time and others have meetings with no training. We can teach them how to be more productive.
Smart managers do this and know when they need help and get it. I have had managers tell mt they aren't a good trainer. That doesn't mean stop training. That should mean work at it until you get it with some professional help.
I know some excellent managers that train 20 to 30 minutes every day
and are really good at it. They didn't wake up one day and were good. They got help and learned like sales people. Thank you Mr Gaber.
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Why they are training, who is running the desk? Are all the salespeople in training at the same time or does the manager have to do several training sessions each day. Are the salestaff being interupted while the training is going on? What they are doing is taking time away from what they do best. And you said it youself. you know some managers. There are always exceptions to the rule, but the rule still stands. The VAST MAJORITY, don't have the time or the ability to train. (After all, who becomes a sales manager? An agressive salesperson, Once they are off the floor, then sales drop and then they try to train the staff to be like them, being aggresive and for the most part it doesn't work. The idea is not to be myopic and point out the rarities but to be general and help the everyone.
Fran Taylor said:
Yes Mr Gaber quality training is important. However I respectfully disagree with the managers don't have time or aren't qualified. Managers are no different than sales people except the manager part. Most don't make the time and others have meetings with no training. We can teach them how to be more productive.
Smart managers do this and know when they need help and get it. I have had managers tell mt they aren't a good trainer. That doesn't mean stop training. That should mean work at it until you get it with some professional help.
I know some excellent managers that train 20 to 30 minutes every day
and are really good at it. They didn't wake up one day and were good. They got help and learned like sales people. Thank you Mr Gaber.
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Permalink Reply by George Gabriel on -
Why does it NOT surprise me that it's only the recruiting and training companies (which seem to be the folks that initiate these conversations on DE in the first place) are the only ones emphasising that outside recruiting and training is the answer. I stand by my initial opinion ... a MANAGER'S job is to hire, train & maintain the best Team possible!
Bob Gaber said:Why they are training, who is running the desk? Are all the salespeople in training at the same time or does the manager have to do several training sessions each day. Are the salestaff being interupted while the training is going on? What they are doing is taking time away from what they do best. And you said it youself. you know some managers. There are always exceptions to the rule, but the rule still stands. The VAST MAJORITY, don't have the time or the ability to train. (After all, who becomes a sales manager? An agressive salesperson, Once they are off the floor, then sales drop and then they try to train the staff to be like them, being aggresive and for the most part it doesn't work. The idea is not to be myopic and point out the rarities but to be general and help the everyone.
Fran Taylor said:
Yes Mr Gaber quality training is important. However I respectfully disagree with the managers don't have time or aren't qualified. Managers are no different than sales people except the manager part. Most don't make the time and others have meetings with no training. We can teach them how to be more productive.
Smart managers do this and know when they need help and get it. I have had managers tell mt they aren't a good trainer. That doesn't mean stop training. That should mean work at it until you get it with some professional help.
I know some excellent managers that train 20 to 30 minutes every day
and are really good at it. They didn't wake up one day and were good. They got help and learned like sales people. Thank you Mr Gaber.
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Mr Gabriel the object here is to help each other in a professional way and get people to change for the better. I think it's great when people disagree and stay professional.I have never been in a dealership in my 25 years of training that the manager is so busy they don't have time to train. Not enough time tells me they don't know time management or are lazy managers. Like you said they take a good guy/gal and make them managers and say go get them. Same results as doing the same training with a new person.
As a former Gm with 60 sales people we trained every single day. We had a planned meeting and made it fun. Surely someone with 10 to 20 people can find the time. The difference is he who trains the most makes the most. Thank you sir.
George Gabriel said:Why does it NOT surprise me that it's only the recruiting and training companies (which seem to be the folks that initiate these conversations on DE in the first place) are the only ones emphasising that outside recruiting and training is the answer. I stand by my initial opinion ... a MANAGER'S job is to hire, train & maintain the best Team possible!
Bob Gaber said:Why they are training, who is running the desk? Are all the salespeople in training at the same time or does the manager have to do several training sessions each day. Are the salestaff being interupted while the training is going on? What they are doing is taking time away from what they do best. And you said it youself. you know some managers. There are always exceptions to the rule, but the rule still stands. The VAST MAJORITY, don't have the time or the ability to train. (After all, who becomes a sales manager? An agressive salesperson, Once they are off the floor, then sales drop and then they try to train the staff to be like them, being aggresive and for the most part it doesn't work. The idea is not to be myopic and point out the rarities but to be general and help the everyone.
Fran Taylor said:
Yes Mr Gaber quality training is important. However I respectfully disagree with the managers don't have time or aren't qualified. Managers are no different than sales people except the manager part. Most don't make the time and others have meetings with no training. We can teach them how to be more productive.
Smart managers do this and know when they need help and get it. I have had managers tell mt they aren't a good trainer. That doesn't mean stop training. That should mean work at it until you get it with some professional help.
I know some excellent managers that train 20 to 30 minutes every day
and are really good at it. They didn't wake up one day and were good. They got help and learned like sales people. Thank you Mr Gaber.
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Permalink Reply by Fred G. Slabine on
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Hello everyone, Hope all are having a great holiday season! I am involved in another conversation dealing with the under performing sales person and thought my reply to someone who answer is to just fire them, is relative to this situation; your thoughts please.
Looking at the bell curve, 20% of the salespeople at any dealership are probably selling 20+ units a month, while the bottom 20% are probably selling fewer than 8. The vast majority of those in the middle can be trained and developed to be top performers, so they too are underperforming.
Are you saying the dealerships should just keep looking for new hires to cover up their ineffective training and development programs, which fail to motivate and inspire their staff? As I point out in my article (Do you know the high cost of employee turnover ), the cost of turnover is extremely high both financially and in human terms.Let me offer another solution to the issue of the underperforming sales person. Research shows that you only perform as well as your motivation, confidence, and self-image allow you to perform. So let’s do the right thing and assist the under-performer by doing the following:
• Sit down with them to find out if there is anything either inside the dealership or in their outside life stopping them from being the best they can be. Work out a solution together.
• Motivate and inspire them by setting high expectations, letting them know you believe in them, and encouraging rather than criticizing them. Offer them motivational training and suggest that they take advantage of motivational CDs, books, and seminars as well.
• Help them deepen their product knowledge and train them on the key steps to a sale. Above all, teach them how to build strong, trusting relationships with their customers as these are critical.
• Provide ongoing support through training, modeling, coaching, and feedback. Make sure that you use praise for any improvement, no matter how small.
Teaching by example is another way to enhance someone’s performance without generating anger, resentment, and loss of face. For instance, let’s say that your salesperson is losing sales because he or she is either unwilling or afraid to ask for a TO. Try this, “John, when I was a sales person in this business I would let some people walk. I really didn’t think that a TO would work. It cost me a lot, until I let my manager TO a deal that seemed hopeless. I actually did it to show him I was right—there was no way that this customer was going to buy. Well, you know what happened? My manager worked hard to turn him around, and I got the sale. That was the end of my ‘no TO’ attitude. I am sure you will do much better the next time.” Isn’t this better than saying, “You should have let me TO that customer, or, “If you keep letting customers walk out without even asking for a TO, you’re out of here?”
Bottom line: Top performers aren’t just born, they can be made with ongoing training and support. Motivation and self-confidence are prerequisites, and people respond well to managers who set high expectations, respect their sales people, manage through praise and constructive feedback, and understand that coaching goes a lot further than commanding.
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Why is it that all the trainers and vendors have the answers right and very few dealers and GM's. Dealers and Gm's are the same as the top 20% of the sales force. Some get it and some don't care. They would rather spend 25k on a promotion that sounds good and is a quick fix than spending money on training. The ones who pay for experts to come in to help or create new ways always will outsell the dealer down the street.
There are so many trainers with the best idea that it hurts the auto business. Dealers some times don't mind spending money but have been burnt by the so called experts that it is hard to get them to invest. The only answer a trainer can give is to have plenty of good referrals to back it up. Thank you Mr Salbine.
Fred G. Slabine said:Hello everyone, Hope all are having a great holiday season! I am involved in another conversation dealing with the under performing sales person and thought my reply to someone who answer is to just fire them, is relative to this situation; your thoughts please.
Looking at the bell curve, 20% of the salespeople at any dealership are probably selling 20+ units a month, while the bottom 20% are probably selling fewer than 8. The vast majority of those in the middle can be trained and developed to be top performers, so they too are underperforming.
Are you saying the dealerships should just keep looking for new hires to cover up their ineffective training and development programs, which fail to motivate and inspire their staff? As I point out in my article (Do you know the high cost of employee turnover ), the cost of turnover is extremely high both financially and in human terms.Let me offer another solution to the issue of the underperforming sales person. Research shows that you only perform as well as your motivation, confidence, and self-image allow you to perform. So let’s do the right thing and assist the under-performer by doing the following:
• Sit down with them to find out if there is anything either inside the dealership or in their outside life stopping them from being the best they can be. Work out a solution together.
• Motivate and inspire them by setting high expectations, letting them know you believe in them, and encouraging rather than criticizing them. Offer them motivational training and suggest that they take advantage of motivational CDs, books, and seminars as well.
• Help them deepen their product knowledge and train them on the key steps to a sale. Above all, teach them how to build strong, trusting relationships with their customers as these are critical.
• Provide ongoing support through training, modeling, coaching, and feedback. Make sure that you use praise for any improvement, no matter how small.
Teaching by example is another way to enhance someone’s performance without generating anger, resentment, and loss of face. For instance, let’s say that your salesperson is losing sales because he or she is either unwilling or afraid to ask for a TO. Try this, “John, when I was a sales person in this business I would let some people walk. I really didn’t think that a TO would work. It cost me a lot, until I let my manager TO a deal that seemed hopeless. I actually did it to show him I was right—there was no way that this customer was going to buy. Well, you know what happened? My manager worked hard to turn him around, and I got the sale. That was the end of my ‘no TO’ attitude. I am sure you will do much better the next time.” Isn’t this better than saying, “You should have let me TO that customer, or, “If you keep letting customers walk out without even asking for a TO, you’re out of here?”
Bottom line: Top performers aren’t just born, they can be made with ongoing training and support. Motivation and self-confidence are prerequisites, and people respond well to managers who set high expectations, respect their sales people, manage through praise and constructive feedback, and understand that coaching goes a lot further than commanding.
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