In today’s sales environment, new sales tools and techniques are constantly emerging. It’s easy for sales managers to be so focused on implementing new processes or achieving sales goals that they forget to make time to for the most important aspect of their role: developing their sales reps. Coaching new and seasoned professionals before and after sales calls is a key responsibility. Other tasks and obligations are important, but at the end of the day, all those other things don’t mean anything if a rep can’t conduct a good sales call.
Preparation is key
Many sales managers fail to spend enough time preparing to coach their sales reps on how to be ready for customer calls. Poor managers simply jump in during calls and take over—thinking they are showing the rep what “good” looks like. Unfortunately, this usually results in the rep losing credibility. Instead, model what “good” looks like by doing your homework and helping the rep prepare for the call.
Determine your role
Prior to a sales call, you and the rep should to decide what your role will be. You can participate or observe and coach. Recognize that if you participate in the call, it will be difficult for you to observe and take notes in order to provide specific coaching feedback after the call.
Make a plan
The key steps of a good sales call include:
- develop a pre-call plan
- provide an introduction
- ask questions to uncover or build needs
- make recommendations
- handle objections, concerns, and negotiations
- close the call
- debrief with sales manager.
The pre-call plan
Studies show that top-performing reps spend more time doing pre-call plans than average reps. By creating call plans, top-performing reps are better prepared with what they want to accomplish and how they plan to do it. Pre-call planning helps them spend less time in the questioning phase because well-focused questions are aid with accomplishing call objectives. They also know what action they want the customer to take at the end of the call.
You are teaching a mindset. When it comes to which format to use, you can develop your own or customize something that exists. Just keep it simple and to the point. Here are a few key items to look for in the pre-call plan:
- Call objective: What action do you want the customer to take by the end of the call? An example of a call objective might be: “I want the customer to introduce me the key person involved in the purchasing process.” If some action is not taken, the sales process has not moved forward.
- Value add: How will you add value for the customer? The key to adding value is focusing on what problems or issues you plan to solve. If the purpose of the call is to find out what the problems are, the rep must have some idea of what problems are and they should develop a variety of questions pinpoint the problem.
- Current position: What do you already know and what do you need to learn? To move the opportunity along, it’s important to verify what you know and ask about what you don’t know. Respond as the customer and role play what the rep would say in response. Articulating the questions and responses is very helpful. So often we sound smooth in our minds but when the words are spoken out loud they don’t come out as well as we hoped.
- Potential objections/questions: What potential problems, objections or concerns might you run into? Are there issues? Is the customer upset because of a backorder or a missed shipment? Issues need to be addresses before the call can move ahead. Be prepared so these questions don’t derail your sales effort.
The job of a sales manager is very complex and involves many different skills and areas of expertise. The most important part of the job, however, is developing people—particularly coaching on how to conduct a successful sales call. Never underestimate the power of a plan or practicing role plays before a call. Even seasoned sales reps benefit from planning and practice. You know the saying: “Practice makes perfect.”
| Sales Manager Tips for Pre-Call Planning with Sales Reps |
Make sure a pre-call plan is completed for every sales call. Review the call plan: Are all questions addressed satisfactorily? Role play the customer questions and rep’s answers. Role play how to handle concerns or issues.
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Share your experience or insight based on similar customers or situations you have faced. Prior to the call, agree on what role you will play in the call. To be an effective coach, you should work together before the call—but be an observer not a key player during the call. |
This post is based on content explored in the new ASTD Press release, The Art of Modern Sales Management, which covers everything you need to know to be a top sales manager!
Sales management has changed dramatically in the past decade. With increasing globalization and many companies adding more virtual workers, the task of managing these diverse sales teams has become increasingly complicated. In a connected and evolving world it is hard to offer a definitive guide, but this book strives to sketch out a blueprint for managing performance in a changing sales landscape.
Each chapter is written by a sales professional and thought leader, many with experience as both a salesperson and as a sales manager. Learn from their experience and utilize the action plans at the end of each chapter to grow into a better leader for your team, whether they are down the hall or across the world.
