Create a Motivating Environment

The first step to motivating your sales team is to recognize that motivation is an “inside-out’ job. When the topic of motivation is discussed, we typically think about incentive compensation, sales contests, and recognition programs. All of these certainly encourage sales teams to focus on generating new business because these are rewards. However, you will gain true engagement and enthusiasm if you create an everyday environment that encourages each individual to identify and visualize their own internal motivation.

Salespeople do not care about corporate shareholder value unless they are shareholders themselves. What they care about is food, shelter, clothing, recognition, paying for college education or a wedding, buying a vacation home, etc. These are personal desires and make up the vast majority of things that are important to people. Therefore, the solution is to create an environment where this internal motivation can take place. See The Dream Manager book by Michael Kelly.

A salesperson’s motivation is one of five key factors that make up their Will to Sell. The Will to Sell Competencies measure a salesperson's overall drive to achieve success in sales. Without strong Will to Sell, it is difficult for an individual to change their habits or learn new skills. When hiring or developing salespeople, a manager must uncover how motivated they are to succeed in selling. We recommend a sales assessment by Objective Management Group, the pioneer and leader in the industry.

How to Set Motivational Goals for your Salespeople

The next step to motivating your sales team is to help your salespeople identify what is important to them, their goals. Make the effort to set up time off-site that is dedicated to planning and spend time developing each individual’s dreams and goals. This is time that you and they will spend ON your business instead of in it.

Create a process where people can establish personal goals because this is where true motivation, passion, and desire are born. Hence, it is from this process that each salesperson’s business plan must evolve.

You might position this process as though you are the coach and the salespeople are players on a competitive baseball team. Each of you has a part to play so that the whole team wins. When someone objects to the dream building exercises by saying something like “You are just going to provide a goal for me anyway so why do I have to do this?,” tell him that, as with a baseball team, each player must excel at his job so that the team can win and go to playoffs. Salespeople will understand this. If someone does not get this, he or she may not be suited for selling. Selling requires desire, commitment, and a need to win. Selling is a competition.

Create an environment where people get a chance to unplug, sit down and outline their goals and dreams; a time when both of you can establish timeframes and attach financial values to these items. Once you have attached financial values, you will know what level of prospecting and selling activity is necessary for each salesperson.

Create a Process to Track your Team’s Sales Success

It is not enough just to establish goals. A strong manager will create accountability measures to track performance along the way. We recommend holding weekly Huddles that are focused on the burning platform metrics that will drive success. Each company must establish what those metrics are. All must be present for the Huddle and report on the 4-6 metrics. This provides transparency of effort and success and provides you, the coach, with the essential real-time information you need to determine who needs coaching and in what areas.

Don’t forget to reward your people when they have a success. At our company, we have a big bell in the hallway that we ring every time we bring in a new relationship. It is LOUD and that is just the way we want it! As your people go through this process and identify their goals; as you sit down and establish your own personal and team goals, be sure to specify how you will reward and recognize your people as each of them achieve these goals.

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Raising-the-bar ultimately begins with you taking responsibility for those you are currently managing. What must you do to help generate their best performance?

Step #1 – Take responsibility for your own performance or lack of. Make a commitment to do whatever is necessary to get best performance.

Step #2 – Make your people responsible. Starting immediately, do not accept excuses for lack of performance. Make sure there are consequences for salespeople who show up late or miss meetings. Do not accept excuses about lack of prospecting activity. From now on, when a sales person uses an excuse, respond with: “If I didn’t let you use that as an excuse, what would you do differently?” and “What should you do differently in the future?”

Step #3 – Communicate expectations clearly. Tell your salespeople exactly what you expect. Ask them to repeat what they heard. Ask them to describe how these expectations impact their day, week, month, quarter and year. What will they do, or change, in order to meet these expectations? 

Then ask if they will accept the responsibility of meeting these expectations. They will say “yes.” But ask them if they are “sure.” Again, they will say “yes.” Warn them “It will be hard.”

Next ask them if they are willing to do everything possible to succeed. They will say “yes.” Finally, ask them what you should do if they fail to meet these expectations.

You have now raised the bar on expectations. You must now raise the bar on performance.

Step #4 – Establish ambitious goals and make them known in advance. Often the reason individuals and companies fail to perform is because minimal standards are set and people do only what it takes to meet them. This minimal goal approach sets you and your team up for failure.  Starting today, or as soon as you begin goal setting for your next fiscal year, eliminate minimal acceptable standards of performance and embrace a new and different path, one that includes extraordinary standards of performance.

Learn how to set extraordinary goals – download our ebook below!

These numbers show a huge opportunity for financial institutions and fintechs — who bridge the most trusted industry sector to financial services — to build greater trust.”

This is not new news to those who work within the industry. In fact, most organizations and advisors have been working long term to be more customer-focused. The challenge is for advisors to be focused on relationship selling, asking probing, sometimes assertive questions without coming across to customers as sales-driven.

Assertive (not aggressive) salespeople win more business than others. These people care so much about doing the right thing for their clients that they are willing to risk the relationship and the sale to ensure the prospect or customer makes good decisions. Does this describe you and your people?  

What does assertiveness have to do with effort and execution? If done properly, the early relationship building conversations and meetings will help to qualify or eliminate a suspect. If done well, this will streamline a salesperson’s efforts and pipeline, giving them more time and energy to focus on finding and building relationships with better prospects.

During initial conversations, a financial advisor, banker, or insurance agent is gathering information that leads to a next meeting and eventually to a presentation meeting. It is through the intelligence that is gained and utilized in building superior solutions that your presentation meetings will lead to decisions. This is the focus of relationship selling because any proposal or recommendation is built around the specific client’s identified problems, growth challenges, and revenue goals.

In the process of relationship selling, the skill of asking the right questions, the right way, at the right time is critical. In an effective selling system, for a prospect to qualify they must:

1. Have compelling reasons to buy, to make a change, or do something different
2. Have the capability and willingness to invest the necessary time, money, and effort
3. Be willing and able to make the decision to fix the problem and be able and willing to make the money decision

Uncovering all of these issues requires that a salesperson asks many questions and some of these questions require a salesperson to be somewhat assertive. They could consider and use questions such as:

• How will you go about telling your current broker / banker / relationship that you are no longer going to do business with them?
• If you don’t have enough money, how will you solve the problem?
• The budget you have won’t be enough to get you the outcome you want. What part of the solution do you want to eliminate?
• What will you tell your partner/executive when they say they don’t want to make the change?

Are your salespeople prepared to ask these types of questions? And think about the relationship building aspect of these gutsy questions:

• Based on our experience, expertise and knowledge about your business, your best action is this:  ______________.  If that doesn’t work for you, we might not be a good match.
• If I treated my clients the way you’ve been treated (by your current provider), I would expect to be fired.
• When we finish our presentation, which will include budget-appropriate solutions to all of the problems you’ve identified and answered all your questions, I’ll ask for you to make a decision on whether we’ll do business together or not.
• Maybe the most important thing for you to consider is “fit”.  If there isn’t a fit between our two companies, then our products and pricing really don’t matter.

Imagine if salespeople were gutsy enough to have these types of conversations. They might fear that they would lose more business. But suppose that wasn’t the case. Suppose by being more assertive, salespeople eliminated the tire-kickers more quickly. Suppose this led to the elimination of think-it-overs and actually helped prospects to trust them and make decisions more quickly.  Imagine if salespeople stopped making presentations to people who could only say “no” and never had the authority or intention of saying “yes”.  What would happen? Salespeople would sell more, more quickly at higher margins.  They would stop wasting time, stop getting delays, and start building relationships built on trust.

#1: They outsource their recruiting and the responsibility. Recruiting is something that the company has to own. Be cautious of outsourcing the work and the responsibility. That makes it too easy for people internally to throw up their hands and transfer failures associated within the hiring process to the outsourced firm. If company execs need to improve the quality of their hires, they have to own the process.

#2 There is a lack of a consistent process for constantly searching. Most, if not all, firms make the mistake of looking for candidates only when they have an opening. This leads to many problems:

• They are held hostage by salespeople with “large books”. Managers feel they cannot do anything about them for fear of losing the “books” since there aren’t any replacements.
• They feel desperate to fill a chair with a warm bottom when there is a vacancy. A body,
  anybody, is better than no one sitting in the chair.
• The do not replace underperformers because there isn’t a pipeline of candidates to choose from. The underperformers stay around too long; others know it and realize that they don’t have to perform to keep their job, so overall team production continues to decline.

#3: Companies are not getting quality candidates entering the process. The traditional model of recruiting is one where the placement firm tries to convince their client why a candidate should be hired. Companies should, on the other hand, work extremely hard to disqualify candidates because there are specific skills that apply for that sales job and many/most candidates do not have those skills. Bottom line, the company has to assess at least two things: 1) Do they have enough of the right strengths to be successful? 2) Will they sell versus can they sell? Here’s some information on how to find out if your producer candidate will sell.

#4 There is poor communication about the specific role and expectations of this new hire. Too often, everyone is so excited about getting the seat filled that no one takes the time to get into the details of the day-to-day requirements of the job. This leads to early misunderstandings about the role and eventually, failure on the part of the new hire to meet the expectations of the company. Failure to “negotiate on the 1^st tee” leads to misunderstanding and failure to execute on the sales goals.

#5 The on-boarding process is inadequate in the area of selling. Most companies are ill-equipped to effectively on-board new salespeople. They spend time introducing them to the “culture” of the operation, the mechanics of the job and how to get things done. They introduce them to HR, their support team, marketing and their partners. And, yes, there is discussion about goals, sales activities and how to enter data into CRM. And then… the new hires are on their own.

Firms think that they have hired their next sales superstar and then, 12 months later, they cannot figure out what went wrong. They look at the numbers and discover that the new hires are producing “just like everyone else in the middle of the pack.” The process many companies have in place currently to recruit and hire salespeople perpetuates this problem. Coaching in the first 6 months is essential for producer success.

If you need help or more information on hiring better salespeople, we have many resources available for you. Click the button below to learn more. 

What are the competencies and behaviors of those leaders who seem so talented at helping others achieve their very best? We rely on the pioneer and #1 sales management evaluation by Objective Management Group to help understand exactly what it takes to create effective accountability with your sales team. The Accountability Competency measures if a manager holds their salespeople accountable to measurable, forward-looking metrics. By using forward-looking indicators rather than lagging indicators, especially with longer sales cycles, you can make adjustments and mid-course corrections.

Here are the Accountability Competencies below.

• Manages Behavior
  You can improve your ability to hold your salespeople accountable by measuring their success based on KPI's related to daily behaviors, as opposed to lagging activities such as sales.
• Doesn't Accept Mediocrity
  You are not willing to accept mediocrity, even if that means salespeople may be unhappy with you.
• Takes Responsibility
  Your tendency to take responsibility when you don't achieve results helps you hold your salespeople accountable when they don't meet expectations.
• No Need for Approval from Salespeople
  You are able to hold your salespeople accountable without worrying about how that might affect whether they like you.
• Beliefs Support Accountability
  Your beliefs related to sales management tend to be strongly aligned with the role and importance of holding salespeople accountable.
• Asks Enough Questions
  You have good listening skills, which encourages your salespeople to share their concerns, frustrations, expectations, problems, and feelings with you, and in turn helps you hold them more accountable.
• Manages Pipeline
  Your strengths in the Pipeline Management Competency support your ability to hold your salespeople accountable

Performance management and accountability are all about setting higher standards for success, holding people accountable to the effort and execution to hitting those standards and changing the definition of ‘good’ in an organization. Take a few minutes to evaluate your effectiveness on these accountability competencies listed above.  The path to achieving sales team excellence includes your ability to become better at and ultimately master these skills.