The owner of one of our clients wanted to improve his top line sales performance. Since most of his sales team was 100% commission, they functioned very independently with focus on their respective customers and problems.
There was little semblance of a functional sales team feeding off one another, sharing experiences, and business. Each sales person was an entrepreneur with individual ideas and tactics loosely associated with the organization’s greater purpose and goals.
As a result, strategic planning from the company’s stand point was disjointed and the collective effort was sub optimized.
The owner suggested developing Individual Sales Plans (ISP’s) for each sales professional, then connecting commonalities and the beginning of a “pseudo” team environment. The idea was to capture best practices and reinforce collaboration.
The sales people predictably resisted the idea, sighting wasted time and restrictive planning procedures that limited their individual earning ability.
The underling psychological perception was if they have a plan and share it with management, much less other sales team members, the end result would be loss of power and control of their destiny.
In addition, the sales people had evolved to see their activities and sales as strictly their own vs. the organizations. They were simply mercenaries or hired guns.
The ultimate solution required a number of systemic changes:
Copyright © 2014 Dave Neal
Subscribe To Our Blogs
Our Blogs are Authored by various members of the NEALABC team.