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If you’re in charge of hiring, training and developing inside sales reps, then what you’re about to read may shock you a little bit, but it will also resonate with you and explain why many of the reps you hire ultimately fail.
Before you dismiss these results as far-fetched, think about your own inside sales team. If you’re like most companies, you probably have the 80/20 rule where 80% of your sales and revenue are made by your top 20% producers. What that means is that the other 80% of your reps struggle to make quota (or rarely do), and I’ll bet that over the course of a year or two, half of these reps have either quit, been fired, or you wish they would move on.
I’ve worked with hundreds of companies that have inside sales teams, and I can attest to the accuracy of the stats above. Every time I begin working with a new company, I assess the skill level, aptitude, desire and ability of each member of the team. What I find is that up to half of the reps employed shouldn’t have been hired to begin with (or shouldn’t still be working at the company), and most important thing we can do is to replace them with better qualified candidates.
If you’re with me so far, then let me make a couple of caveats before you start thinking about replacing half your sales team…
First, in order to give each member of your existing team the full chance to succeed, you have to make sure that you have invested the proper time and energy in identifying and defining your sales process (I call it a DSP – Defined Sales Process). Next you need to design a sales training program – complete with specific scripts – that teach the best practices of your sales process and then properly train your existing team on them. And finally, you need to teach your managers how to coach and train your reps to adhere to those scripts and best practices. Assuming you take the time to do this first (I usually get companies through this process in anywhere from 45 to 90 days), then you are ready to begin recruiting and hiring more qualified candidates.
Here are 3 important guidelines to follow:
The key here is that if you have a steady flow of talent and candidates to choose from, then you’ll be much less likely to make quick and ill advised hiring decisions.
You can still interview and even hire experience sales reps, but just bare this in mind: The biggest predictor of future success in sales is what the rep has done in the past. What a rep is used to producing and earning defines their comfort zone and in fact defines every aspect of their financial life. If you want to know what an experienced sales rep might produce at your company, then just find out how much they earned at their previous company. Divide this number by their commission, and you’ll have a very accurate idea of what you can expect they’ll produce.
Then ask yourself if that’s enough. If it isn’t, then take a chance on someone new to the profession of sales and instill in them a new comfort zone based on success at your company.
The only thing that drives more sales is effective conversations that move the sale forward with qualified prospects. Each contact with a qualified prospect must have benchmarks that are achieved and agreements must be made at every point of the sales cycle for that prospect to ultimately result in a sale. Coaching and measuring the successful navigation of these benchmarks is what drives sales. This is the crucial difference begin measuring quantity (make more calls) versus qualify (measuring what happens during those calls).
To recap these successful hiring guidelines, start with the philosophy of slow hiring and fast firing. Always be on the lookout for new candidates, and turn each employee into a mini recruiting machine. Offer hiring bonuses, referral bonuses, and other incentives to get your whole company looking for qualified and talented candidates that you can add to your sales team.
Next, expand your search of talent. Don’t just run ads in the sales section of the paper or online source, but expand to college recruiting boards, acting blogs (actors often make great inside sales reps!) and other websites. Be open to bring on someone fresh to the profession of sales and teach them the right skills from the beginning.
And finally, make sure you measure (and reward) the actions that drive sales. Remember, it’s how your sales reps handle the brush offs and smokescreens and stalls that determine how successful (and empowered) they are more than how much time they spend on the phone. It’s always “who” is in the pipeline that is more important than “how many.”
Follow these guidelines and you’ll be on your way to building a highly successful inside sales team.
About the author
Do you have an underperforming inside sales team? Talk to Mike to see how he can help you and your team reach your revenue goals. To learn more about Mike, visit his website: http://www.MrInsideSales.com