Section: MANAGEMENT
Sales teams can be dynamic or disastrous! The Towers Perrin Sales Effectiveness Study says there are six top challenges faced by today's corporate teams. Let's take a closer look at the problems by offering solutions.
#1 Ranked Problem
Overlap or Confusion in Responsibilities and Territory Definition. These are ownership issues. Who owns responsibility for the account, project, or program? Who makes decisions about the approach to use? To settle these issues:
• Define individual territories and responsibilities up front. Involve everyone. List each member's skills, knowledge, and expertise, then match those to team needs.
• Write down actual "what if" scenarios -- let salespeople know what to do in a variety of situations.
• Meet frequently. Share expectations.
• Establish a method of arbitration to intervene if the issues become clouded.
Once you've overcome this problem, most of the others will be significantly diminished or eliminated altogether.
#2 Ranked Problem
Unequal Distribution of Work or Performance but Equal Distribution of Rewards. There are members whose efforts are applied to several teams, with one requiring much more time than another. When sales reps fulfill their commitment you have total involvement. Ideas for involvement are:
• Define the scope of the work. Break down the work into specific behaviors required to achieve team goals.
• Make sure behaviors are measurable, then create a tracking form to record individual performance.
• Determine as a team, the allocation of workload.
• Establish an ongoing monitor and adjust process for account changes or shifting workloads.
Making your numbers is not always an accurate tool to measure success. This is a process, not a one-time event.
#3 Ranked Problem
Diminished Accountability or Motivation. Your team can determine accountability with these simple steps:
• Base performance measurement on specific activities and behaviors, not just end results.
• Measure everyone by the same standard. If management is part of the team, they must be held equally accountable and be equally measured.
• Use pre-call and after the call self-evaluation sheets.
• Recognize individual contributions. Let superachievers stand out in the crowd.
Think in terms of reward for superior individual commitment to team achievement, instead of accountability.
#4 Ranked Problem
Poor Information Sharing. Apply these steps to establish sound communications:
• Brainstorm a process for timely distribution of information --company news, account updates, etc.
• Place team members in charge of meetings to discuss information. Assign topics for each to research, then designate times to present and analyze.
• Model the type of communication you want to see. Overcome challenges through collaborative efforts.
#5 Ranked Problem
Unclear Compensation Structure. When you work as a team, your bonus or reward should have a twofold base: team's performance and percentage of individual contribution. Here are some ideas:
• Build in rewards, up front, for achieving objectives. Rewards should be equivalent to effort.
• Each member is rewarded a portion of the pie based on percentage of required time. Each member's commitment varies and can be divided among many teams. If they are involved -- accumulation of their efforts should be rewarded.
Define the process, you have a limited number of people and time to get the job done.
#6 Ranked Problem
Time Spent on Team Building at the Expense of Customer Relationship Building. Your team must be ready to compete and win. Here are some ideas:
• Let customers know they have an entire team of experts serving their needs.
• Give time up front for proper team development.
• Periodically review team performance.
Learn to perceive teams as an opportunity for insightful impact on both the team and the company.
~~~~~~~~
By Jeff Cramer
JEFF CRAMER is president of The Sonoran Retreat for Executive Performance. Reach him at (602) 348-9799.