The downward spiral of costly sales staff turnover caused by high levels of pressure can be countered by giving managers better leadership and management skills, argues international sales consultancy Whitten & Roy Partnership.
Selling is a tough job and sales people are under ever more pressure - overwhelmed by aggressive targets; struggling to give customers the extra attention they demand; kept from their selling activities by endless meetings. And of course the same is true for sales managers. Staff turnover in sales departments is rocketing and to make matters worse, it’s often simply accepted as inevitable.
The cost of losing good staff is high - the cost of the recruitment process, the cost of knowledge transferred to competitors, the cost of missed revenue while recruiting and training new people, not to mention the effect on staff morale.
However, it needn’t be this way - international sales consultancy Whitten & Roy Partnership contend that the key to countering talent drain is to focus on equipping sales managers with better leadership and team management skills.
Scott Roy, joint chief executive officer of Whitten & Roy Partnership, quoting businessman Spencer Hays, his friend and mentor, adds an important piece of wisdom: “Build your people and your people build your business”.
With their bespoke training programmes Whitten & Roy Partnership helps managers to transform companies’ sales teams by managing three fundamental success factors: attitude, competence and execution.
Dr Roy Whitten, joint chief executive officer of Whitten & Roy Partnership, adds: “While it is true that any manager or director will benefit from management training, this is particularly true for sales managers as they generally operate in a much more high-pressure environment, providing the life line of the business.”
The R=A+C+E® training formula
Whitten & Roy Partnership developed R=A+C+E® leadership for managers who want to transform their teams, focusing on their development, ultimately leading to better talent retention rates and assuring a brighter future for their organisation.
Scott Roy explains: “R=A+C+E® leadership builds on our methodology R=A+C+E®; the four letters in the formula equation stand for: Results equals Attitude plus Competence plus Execution. Every sales person can improve their performance by addressing their own attitude, competence and execution. The manager’s role is to support this transformation addressing all three of these elements at the same time. It’s an incredibly powerful leadership tool for sales managers to transform the sales results in their organisations.”
With the training formula used in client businesses ranging from blue chip companies to start-ups in the developing world, sales directors and managers are transforming their sales staff by helping them make fundamental changes in these three different areas:
1. Attitude – managing people’s mindset, moment-by-moment, staying proactive and in charge, no matter what happens.
2. Competence – leading their customers through a process in which they are educated instead of manipulated.
3. Execution – ceasing to do the things that distract people from their sales goals, and starting planning the key steps to make things progress.
“What we shouldn’t forget is that most sales managers have been appointed because they were good sales people. But more often than not they are thrown into a new, more senior role without having been equipped with the right skills to lead a team of people. Sadly, this skills gap frequently leads to unwanted consequences”, assesses Scott Roy.
Indeed, research conducted by the US-based CEB Sales Leadership Council (interviewing 12,000 sales people and 2,500 managers) shows that 63 per cent of sales managers lack necessary sales management skills.
Dr. Roy Whitten says: “This is a significant statement! And, it's not surprising. It's not a result of people not caring or wanting to do the right thing; it's a result of zero training in sales management at some of the most influential companies in the world. Sales managers need training if they are going to lead their teams forward.”
He continues: “Some promoted sales managers have a natural gift for managing and inspiring others. Sadly, most do not have this natural gift. They need to be trained, and, in the absence of training, they vacillate between (a) trying to be understanding, trying to coach, trying to inspire and coach, and (b) laying down the law, being ‘realistic,’ and taking a hard line on ‘perform or move on.’ Neither of these approaches work.”
Whitten & Roy Partnership believes in the importance of empowering people and letting them access their natural ability. Organisations are full of talented people who need constant development. Companies investing in their staff ensure continuity to their business and experiencing a higher retention rate in sales departments.
Sharing some helpful insights on the successful role of the sales manager, Roy Scott advises: “The primary role of the sales manager is to support their team and help them develop professionally. To this end, manager and staff should not only discuss business matters on a regular basis but also make sure that there is time to talk about personal development, with the latter being as important as the former.”
Scott Roy suggests: “We strongly suggest scheduling regular meetings between manager and account representative, on a fortnightly basis, just to talk about the development of the skills required to succeed in the role and to progress to the next one. In the long run this is time well spent, for it produces increases sales results.”
In the ethos of Whitten & Roy Partnership, these simple steps are aimed at creating a work environment where people feel positive about themselves and the work they are doing.