August 18, 2023
In today’s dynamic B2B landscape, navigating uncertain times has made sales a challenge. Uncertainty breeds worries, doubts, and indecision – all formidable foes for a salesperson working to close a deal.
Enter the role of the sales leader. Uncertainty acts as a crucible, distinguishing between the good and the exceptional. This distinction holds true for the individual carrying the weight of revenue targets on their shoulders.
Uncertain times show us where things aren't working well: gaps in processes spanning from lead generation and sales processes to overall cycle times, closure rates, profit margins, and most critically, the individuals on your team.
The best sales leaders always think about their strategy for reaching customers. What was working a year ago might not work now. The people who were buying things from your company last year without much trouble might now be faced with capital constraints.
So, how does a leader orchestrate a turnaround? How do they foster a sense of competitiveness, motivation, and optimism within a team when negativity seems pervasive?
This is the moment of transformation.
The best sales leaders emanate positivity, innovation, and a commitment to the fundamentals.
In my earlier article, I talked about how important your mindset is. A leader needs to work on their own attitude and help the team do the same. Beyond assessing performance in your 1:1 sessions, it's imperative to dedicate time to a "temperature check," demonstrating your concern for your team's emotional and mental well-being – especially pertinent in remote work settings where in-person interaction is limited.
I also elaborated on internal and external obstacles, which become even more complex when managing a team. Not only must you grapple with the external hurdles we discussed, but also internal challenges that your team members wrestle with. It all begins with the example you set, but during those 1:1 conversations, it's vital to convey you care. This begins with the questions you ask, but more crucially, it's about your responses to their answers. Balancing compassion and firmness, sensitivity and assertiveness – this tightrope walk defines great leadership.
If personnel issues escalate beyond your comfort zone, seeking assistance is wise. The HR department is an optimal starting point; in its absence, turn to fellow leaders or mentors for guidance on tackling challenges.
While tracking performance, zero in on measurable income-producing actions: "How many calls, emails, and texts have you initiated/sent?" and "How can I assist in advancing a deal?" Avoid fixating on factors beyond a rep's control, such as clients affected by layoffs impacting your key advocate or decision-maker.
Enhance communication. Hold team calls more often. Foster unity by sharing success stories and strategies that have proven effective.
INNOVATE
Be creative. If your target market is contracting, think about where else you could find new prospects. Work with your product team to establish a new feature that could be utilized and sold to someone new. Use this time to build the product/service offering that clients have been asking for where previously the team was too busy to work on.
Seize market share. I assure you; your competition is wrestling with the same economic negativity you face. Now is the moment to redouble efforts and win over some of their customers. The best leaders are forging new plans to grow and understand they will be even stronger when the economic winds turn (and they always do!).
You might not need a complete turnaround – just a few changes. Stay strong and committed to your goals. Show your team that you're staying positive, and work together to get through the hard times.
Raise the Bar!
p.s. If you need a template for your 1:1 meetings, Message me with your email address and I'll send you my editable spreadsheet for your weekly meetings.
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