3 Stealth Sales Management Moves to Help Your Reps Own 2014

如果您曾经听说过其中一件事说您的销售代表，请举手：

These statements, well-echoed in the sales world, do a disservice to both sales reps and the sales leaders who manage them. If you are leading a team where reps are handed a quota, told to pound the phones, and merely incentivized by cash prizes, you're probably leaving a great deal of rep potential (and some cold hard cash) on the table every month.

随着越来越多的销售团队转移到入站销售模式，并使用各种在线勘探工具，“更多”的呼声只是古老的。您和您的团队现在有能力证明在生产您关心的下游指标方面最有效的活动。

因此，如果您想使您的代表在2014年成为苗条的态度计算机，同时也赋予他们积极影响您的销售流程的能力，我们建议以下三个隐形销售管理动作以启用您的代表并观看他们自己的代表它在自动行李箱上。

1）使所有数据透明。

We mean everything - CRM data, call data, email data, pipeline data, bookings, and revenue data. Let reps know how they compare against their own goals, and against their peers. Let them know what they are forecasted to close this month.

如果阳光确实是最好的消毒剂，那么让销售代表看到并分析其绩效数据必须是激励的最佳方法。销售代表不仅可以客观地将自己与同龄人进行比较，而且他们可以轻松地看待表现最好的人来为自己设定更好的性能基准，或者更好地了解同龄人的表现。这样，代表能够更聪明地工作，而不是更努力地工作。

还要寻找在内部发布目标和指标的方法，以保持代表的动机。在洞察力，例如，我们使用自己的ESPNFree Sales Leaderboard Appto promote competition and reward reps by the numbers, as one example.

2）数字的教练。

就像你give reps the freedom to explore the data and come to conclusions on their own, you should hold yourself to these same standards. In fact, Mark Roberge recently gave an entire Dreamforce presentation on this concept ofmetrics-driven coaching。

If you aren’t already, establish weekly one-on-one meetings with the reps you coach, and use performance metrics -- not just volume but ratios as well -- to determine where reps needs help. Here are some example situations:

• 您是否有一个代表，他打了两倍的电话数量，但与同行相比仅安排一半的会议？Focus on the conversations he is having after the connect, and provide suggestions on his talk-track as a first-step.
• 您的一位代表之一是否从第一阶段到销售过程中的第二阶段失去了她的大部分机会？Maybe she is great at getting BANT from prospects but needs coaching on how to combat common objections and ask for a second meeting. Knowing that 30% of her opportunities are lost after qualification helps you understand this and coach effectively.

3) Let reps run experiments (constantly).

作为销售经理，您有一组销售代表，他们希望获得一些变化的代理商，以创造变革。考虑您的每位代表对销售自满的战斗人员，并给他们工具（ahem，数据）以运行迷你体验。让他们：

• A/B测试主题
• 尝试新的销售脚本
• 尝试不同的问
• 探索攻击电话树的新方法
• 尝试通过影响者出售

But be diligent. Make sure reps know this is not an excuse to go rogue on a sea of unwitting prospects. Have reps create their tests just like any other scientific experiment: by establishing a hypothesis, a control, and a variable, and measurable outcomes.

Not only will reps feel more motivated and empowered in their often monotonous day-to-day activities, but your entire team will continue to find new ways to sell effectively and crush the competition.

Can you think of other shifts you can make in your day-to-day to help your reps take ownership and rock-it in 2014? We'd love to hear them in the comments.