What are Salepeople Thinking?

by Michael Payne

Right now in sales departments across the region, salespeople are talking to each other, and most of what they’re saying isn’t pretty. Do you know what they are talking and thinking about? Does it matter? And do you know the cost to your business?

As a manager or owner, of course you wonder what is on the mind of your sales department. You want the highest productivity out of your staff, so it has to matter. And if your company, like most, is experiencing a shortage of good sales talent—especially sales management talent—then it really matters!

Odds are very good that your salespeople have either had conversations with co-workers or have thought one of the following within the last 48 hours: 

 

•     I just want to get in front of more prospects, but I am constantly interrupted.

•     My boss has lost touch with the street and doesn’t know what customers need or want.

•     I hate the unproductive and redundant busywork that my job requires. 

•     My boss is rarely encouraging. All I ever hear about are the things done wrong.

•     My boss has unrealistic expectations and is part of the problem here, not the solution. 

•     My boss only gives lip service to long term sales development, but his actions show he is only interested in a sale today.

•     My company does not know what motivates me. If they did, they would know it’s about more than money. 

•     Am I valued? Do my superiors respect my contribution? If so, why don’t they invest in me? 

•     Our company will hire anybody, and they want me to help, without being compensated!

•     My boss makes all the money, and I do all the work. 

•     Why can’t our company be more like our competitor? 

•     My territory is the worst!

 

If your staff is thinking even two of these, then you are losing money! The real dollar losses in productivity resulting from these objections are sobering, not to mention the toll on the morale of your entire organization. 

Failing to answer these internal “objections” is no different than ignoring complaints from customers. It makes them feel you don’t care. It is up to you to answer, isolate, and move past those objections to a happy “close,” which results in greater productivity, higher satisfaction, loyalty, and ultimately, higher sales. 

Of course, sales impatience and immediacy is a virtue, but cultures that embrace only a relentless pressure to ‘get it done now at all costs’ without making time to answer internal objections will ultimately crack. Highly productive sales cultures thrive when internal objections are properly considered and answered. 

Salespeople need to believe that the positive reinforcement they experience each day is greater than the difficult requirements of their highly demanding sales environment. For every negative, make sure there are two positives, even during those times when things are not going well. 

Ask questions. Praise and highlight successes. Identify and highlight positive actions and behaviors. Give your salespeople an opportunity to speak honestly. Speak without rhetoric. Maintain a positive environment without fail. 

Count your company lucky if your sales department has a good work ethic and a desire to do a good job. If not, work individually with sales employees, give them private guidance, and if necessary, get them out of the company. Do not allow their lack of performance to negatively disturb the balance of the positive sales environment. 

Taking the time to periodically make sure your sales department is fully engaged and that their unproductive internal “objections” have been heard and acted upon will pay dividends for years to come. Not doing so could cost you dearly, especially when tomorrow’s success, more than ever, will be built with today’s well-trained and productive sales employees.

Michael Payne is a partner with Prospects To Partners Sales Consulting.
P | 913.915.7604
E | mike@prospectstopartners.com