Sales Training Classes:

Sales Training America is a world class sales training and custom development training company specializing in sales training and sales skill development of our client's sales force. At Sales Training America we help our clients improve their sales profitability through the development of their sales management and sales efforts through SalesForce.com implementation. Sales Training America offers both public (open enrollment) sales training classes well as the development of customized sales systems and sales classes for Fortune 1000 companies across United States and Canada.

Are you one of the many corporations now focusing on core sales activities while implementing SalesForce.com while outsourcing non-core functions in response to intense competition?

If you are, Sales Training America can help there too. If you simply want to outsource some of your sales or sales management training or if you want to redefine yourself completely to survive mergers, acquisitions, leveraged buyouts, downsizing, or corporate restructuring we can help you.

For free, no obligation information on how we can help you with your sales training needs please contact us today.

Sales Training Tips:

Sales Management Classes - Building Respect As a Motivational Sales Manager

Many sales managers tell me that their salespeople don't meet their expectations. The sales manager pleads, begs and even threatens, but the salesperson just goes through the motions of selling and following through on proposals and sales calls. He or she never really engages in their jobs or careers. The sales manager simply doesn't inspire confidence, credibility or have a firm grip on the performance of their sales team.

I could give you a long list of reasons why sales managers lack respect from their sales team and why their credibility is shot. However, I want to focus on the one problem that I see quite often. The quickest way for a sales manager to lose credibility with their sales team members is their lack of taking decisive action when dealing with poor sales performers.

Too many sales managers, for myriad reasons, fail to address the issues associated with a poor sales performer. They talk about them with other people or managers. They listen to excuses month after month. The sales manager may think changing the salesperson's compensation plan might help or even providing a new territory or product will fix the problem.

Instead, what really happens is the salesperson in questions monopolizes the sales manager's time and energy while the other salespeople shake their heads and shrug their shoulders each night as they go home and download to their spouse. They can't figure out why their co-worker isn't pulling his or her own weight and why the sales manager isn't doing anything about it.

Allowing poor performers to hang out too long simply reinforces poor performance. If no accountability is in place, then why should the poor sales performer step up and make an effort? Empty promises and hollow threats from the sales manager don't mean a thing. The salesperson still collects a paycheck and the rest of the team gets more and more frustrated with the lack of decisive action.

If you have a salesperson that isn't performing, it's your responsibility to take action to find out why and work to resolve it.

Here are just a few reasons why your salesperson is not performing:

Insufficient product training

Lack of effective sales training

Micromanaging sales manager

Lack of leadership in the company

Poor sales hire - they're not "wired" for the job

You inherited a poor sales performer when you started as sales manager

And many, many more...

I'm an advocate for always attempting to first find the source of the lackluster performance and fixing it, if possible. However, if you haven't discovered it through diligent analysis, then your options are reduced to either moving the salesperson to another position in the company or removing them completely.

In either case, your attention to this serious problem is desperately needed on the part of the sales team. It cannot function as a sales team unless you build the confidence of the members that you're right for the job. You must prove that you will make decisions that are in the best interest of the team and have a strong desire to create an environment of success for everyone.

Remember, the viability of your sales team rests on your shoulders. Don't let them down.

Source: Barrett Riddleberger link

Related: Sales Classes

Back to Sales Training Seminars and Tips