Motivating Your Sales Team As A New Manager

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So your hooks gotta be up front. When you’re calling on the telephone, you gotta recognize that you’re interrupting somebody’s day. And when you interrupt someone’s day, they’re not happy about it. Even if it’s something they want, they’re not happy about being interrupted. So the key thing with interrupting someone’s day is get to the point quick. Get to, yes, no, maybe, whatever is going to be at the end of it, as fast as you can. So that either they’re going to say yes, or you’re going to turn around the objection or the reflex response, or the brush-off, and then you can get to the next step.

AP: Here’s a hypothetical scenario that I ask all my ecuador telegram data guests: You’re a brand new sales manager hired into a company whose sales have stalled and upper management’s really, really motivated to make some changes quickly. So what are the two things you do in the first week that could have the biggest impact?

JB: So, number one thing you do is you have to drive activity. I mean, you’ve got to start off day one. If you don’t have sales, the reason you don’t have sales is almost always a pipeline issue, almost always.

And, you know, unless you’ve walked into a situation where you’ve got a bad product or you’ve had some sort of a market turn down, there’s been some, you know, external issue beyond your control, 99% of the time, the reason that you have a problem and you’re not selling is because the pipeline is empty.

So the first thing that you do is you put a stake in the ground on activity and you drive activity. And the second thing you do is you meet with all of your salespeople and you get to understand what motivates them.