Subjective versus Objective Feedback

If you are going to ride with a sales person in the field, and we encourage you to do this with each of your team at least quarterly, you must be prepared to provide appropriate feedback and add value for the sales representative, if the activity is going to yield development dividends over time.

The problem with traditional managers feedback is that is was heavy on opinion and often lacking in detail. Certain reps were more likely to get positive feedback if the manager liked them and a size 10 up the backside if you were on his wrong side. This age of subjective feedback is rapidly coming to an end.

The modern manager relies less on opinion and more on evidence to
calibrate performance and deliver the feedback.

Objective assessment is what both the manager and the salesperson can see when in the field.

Specific references to events in calls, to technical skills displayed and to critical developments in the sales exchange are highlighted.

Half way words: You get what you say

Have you ever been sold to by a sales person who has left you a little cold? What was it that they did or didn’t do that left you sitting on your hands?

The likely answer is the use of what I call “half way words”. What I mean by half way is that the decision maker is left feeling that they may not get the very best outcome they deserve, they could be left half way between the promise and the delivery.

As human beings we act when we can see that by exerting action, making a decision or spending money improves our pleasure or reduces our pain.

If the salesman can’t highlight the improvement in the positive or the reduction in the negative, the customer won’t act and the sale stalls.

For example:

“Our new formula is quite good at satisfying hunger, in fact it might even taste pretty good when consumed as a snack.”

Versus:

“Our new formula doesn’t just taste fantastic, it is easily digestible and quickly satisfies hunger on all eating occasions.”

When highlighting benefits to buyers or consumers show clearly that the outcomes are certain, reliable, complete and without risk. If not you might end up half way to achieving your budget.

Stop using these words, which introduce doubt when selling benefit propositions:

How much to invest in training and development?

The old story of the shortsighted Sales Director who is reluctant to invest in developing his team is heard to lament,

“what if I train people and they leave?”

Then the considered response from the all-knowing Human Resources Director comes,

“what if you don’t do it and they stay!”

Training people does cost money but if you do it correctly it should be seen as a strategic investment that delivers a multiple return that far exceeds the investment.

So what is the right level of investment these days?

In our experience, leading companies over invest in tough times and pull back when conditions are strong. This may seem counter intuitive to invest more when thing are tough, but the rewards are greater in competitive advantage, employee engagement and talent attraction.

As a benchmark market leaders across industries invest 3% of their sales payroll
in developing their sales team.

At what rate are you investing? Or are you trying to get away with it this year? Will you be disappointed if they stay!