Sales Management Courses | Online Management Training

The exiting future of your business and career success is explained right here

isegail — Thu, 12 Apr 2012 23:08:52 +0000

There are changes that are happening right now in the world around you
that will drastically affect your future. From your finances, to your
health… even to how your children will be educated…
The truth is nothing short of a stunning revelation.

I recently was exposed to and read an absolutely facinating book
called Abundance and it’s by a guy named Peter Diamandis(the guy who founded
the X Prize). By the way this is nothing like what you may think.

It’s not ” The Secret-esque” nor is it any “woo woo” stuff, either.
Everything you’ll see is backed up by fact.
The reason why I think you’ll like this is because
it’s kind of like the “antidote” to the news.

I am including some links to a few video’s that you can watch
which actually proves that WE ARE NOT SCREWED. They will actually
show specifically WHY and HOW we (as a species)
are actually set up for the best years ahead in the history
of mankind.

Anyway – this is really good. Watch these video’s
and your day will get better. I promise

Here are the links:

1- http://www.getabundance.com/presentation.php

2- http://singularityu.org/wwnarchive/

Watch the first seminar and if that grabs you then watch the second
group of free sessions.

Find out what the future has in store for you…

Sales managers, can your sales people articulate the value your products and services offer?

isegail — Mon, 02 Apr 2012 00:46:58 +0000

Are your sales people is losing sales to lower price competitors?
The reason sales people lose sales to lower price competitors is because they are unable to justify the “value” of what it is they are selling. They are unable to shift the customer’s perception of the commoditized value of your product/service.

If I was to ask any one of your sales people why I should work with your company, what answers do you believe I would get? The vast majority of salespeople out there selling could not clearly articulate a compelling answer to this most basic of questions.

Typical sales people answers to the “What is it that you are selling?” question:

One of the first areas we look into when we work with companies to help them improve their sales performance is to find out how their sales people describe why anyone should buy from them. The answers we get typically get from sales team are normally vague responses such as:

”What we do is really hard to describe, I couldn’t tell you in just one quick sentence!”
“I don’t like using a canned elevator sales pitch!”
“It’s kind’a hard to be specific about what we do because typically our solutions are customized to suit a client’s needs.”
“We do so many things and have so many solutions that it’s too hard to pin what we do down to just one thing!”

Do your sales people sound like those above? What persuasive answers do they use when asked why they should buy from them?

To describe the value your organization delivers, your sales people must be able to clearly define, in both a compelling and tangible way, how your customers will benefit from buying from your company.

The 4 critical questions your value statement must answer.

To do this your value statement must do 4 things. It must:

Fit. Does it target/match customers that have a desire or require what you sell?
Distinctive. Does it specifically distinguish your company, your products and services from your competitors? (You must excel/stand out in at least one critical element of value.)
Impact. Does your value statement articulate the impact that your solution has in solving your customer’s problem or helping them to accomplish their goal.
Proof. Can you clearly prove your ability to deliver what you say?

Until and unless your sales people can explain what it is you do in a way that compels a customer to say, “How do you do that?”, they will forever be perceived as just another “me too” product/service.

Look out for my next posting wherein I will explain the 5 key drivers of value in a B2B sales environment.

Till then, what will you do today, to ensure the success of your sales team tomorrow?

Best for now…

Ian

How squeeze more sales from your sales pipeline.

isegail — Tue, 06 Mar 2012 18:24:20 +0000

Times are tough!

• Sales at decent margins are becoming harder and harder to come by.
• Competition is at an all time high and competitors are discounting the guts out of their products just to get cash-flow.
• Great sales people are leaving for only a few extra grand, and are tough to replace.
• Management is being stretched to do more with less, more than ever before.

All of that being said, you still have a number to chase!
You are being held accountable to achieve that number even in the face of all of the above challenges.
So what is the most effective method to combat 80% of the sales challenges that you have to deal with every day?

The most effective method to combat 80% of your sales challenges

Most sales leaders worth their salt will tell you that a healthy, quality sales pipeline combats most sales ills.
The problem facing these sales leaders is today is that most sales reps pipelines are in reality, packed full of fluff n puff!
They are not really a true reflection of the amount of opportunities both they and you really require to achieve your forecasted sales numbers.

The naked truth is that most sales pipelines only have about 35% of really quality sales opportunities in them.
This coupled with the fact that the vast majority of sales people have a less than 10% conversion rate….then it’s no wonder your sales forecasts are so way off the mark!
It’s very hard to hit your sales numbers when your pipeline is blocked with so much rubbish!

• So how does one improve the quality of the sales team’s pipeline?
• What if you could completely overhaul your sales pipeline -
What would the impact be on your revenue raising efforts if you were able to improve the quality of the opportunities within your sales pipeline by only a further 30%?
For some of you reading this article that would almost be tantamount to doubling your current revenue.

What gets measured gets done!

As the tried and tested sales management axiom says: “What gets measured gets done.”
The big pipeline question facing sales leadership is…
How are you currently measuring your sales pipeline?
The fact is that most sales leaders will have some metrics they use to measure the quality and state of their sales pipeline.
The question is, are they the right ones?

Some managers record Total Pipeline Revenue, whilst some focus on the Opportunity Volume at each gate within the pipeline.
Some sales leaders measure the Opportunity Percentage moving through each process gate. Still others keep a careful watch Opportunity Velocity.
The amount of time an opportunity takes to complete the sales cycle.
Some sales managers will measure the Conversion Rate of individual sales people and the conversion rate of the team’s opportunities within the pipeline.

Unfortunately though, most sales managers fail to measure the two principle ingredients of a successful pipeline.
If “What gets measured get’s done,” then it is a sales pipeline imperative that you measure those critical few activities that will have the greatest impact on the success of your sales pipeline.

The two principle ingredients of a successful pipeline – What are they?

So, firstly let’s agree on 2 key principles as this will provide us with the keys to the pipeline management kingdom.

1. Quality opportunities are the key elements of any selling pipeline. In other words “garbage in- garbage out!”
2. Only successful sales calls can advance quality opportunities through the pipeline.

So, if we agree on the principles above, then the obvious question begging to be answered is…

1. How do you currently calculate the quality of the opportunities which have found their way into your sales funnel?
2. How do you currently measure “sales call success”?

The fact is that the only way to proactively change the quality of your sales pipeline is to formalize and measure,
A) the quality of the sales opportunities in your pipeline and …
B) the success of every sales call made to pull the opportunity through the pipe.

When you have a handle on “what does a quality opportunity” look like and “what does a successful sales call look like”, then you can begin to:

1. Measure your current sales pipeline against your quality standard and….
2. Measure the performance of each of your sales team’s ability to deliver quality sales call outcomes. (Remember a quality sales call is one that pulls a quality sales opportunity through the pipe).

If you would like some help in making sure you have a quality pipeline, with quality measures, then feel free to drop me a line and at the very least I will be able to point you in the right direction if I can’t personally help.

Till next time…
What are you doing today to ensure your sales teams success tomorrow?
Ian

(Special thanks to authors of the terrific book
 "Cracking the Sales Management Code:
The Secrets to Measuring and Managing Sales
Performance" - Jason Jordan and Michelle
Vazzana from where the above insight eminated)

21 Warning Signs That Your Sales Process Is Broken

isegail — Mon, 20 Feb 2012 19:04:06 +0000

There is no question that for most sales organizations, the market has shifted dramatically over the last 12 months….

. Many are as they say “doing it really tough!”
Whole industries that were in full swing a 18 months ago are no longer buying anything.
Customers where we were assured of monthly sales revenues have all but shut shop and gone home.
Unemployment is up, consumers aren’t spending any money and retailers are floundering.
Consumer confidence hasn’t been this bleak since the Global Financial Crisis smacked us fulll in the face.

Increasing sales activity may cause sales to drop even further

.In economic unstable times, typically sales managers’ have a tendency to over react and pressure their sales team to ramp up sales activity.
Do more! becomes the all-important catch cry!
Whilst this may be an effective approach if previous selling activity had been sloppy, simply doing more of what could well be ineffective in terms of sales process issue,
will only serve to cause your sales people frustration and burn out.

So how does one tell whether or not one’s selling process is not really working?
Firstly, do you have one?
Whilst this may seem like an obvious question on the surface, in reality, the majority of selling organizations don’t have an effective and tested sales process.
Fewer would have a selling process that was designed specifically for the way they sell, in to their specific market place.
Typically, if sales managers have 10 sales people; it is very likely that they could have 10 different selling processes happening within their sales team.

One of the most sensible sales management strategies you can employ in today’s tough selling environment is….
to evaluate your current sales process’s performance. As Dr Phil would say,”How’s that working out for you?”

Consider your current sales process. The way you currently sell…

• When was it designed?
• Who was it created for?
• Does it deliver consistent sales results?
• Was it designed to suit your organization, or was it created on behalf of the customers you serve?
• Does your current selling process focus on the selling of your products/services, or is it focused on the way your prospects and customers buy your products/services?
• How different would your existing sales process look if it had been designed by your customers, as opposed to your Sales and Marketing Department?
• Does your sales process mean that your sales people spend too much time “administrating” rather than selling?
• Does your sales process work for your average performers? In other words is it a recipe that anyone can follow and ultimately score?
• Does your sales process self-coach your sales people?

21 Warning Signs That Your Sales Process Is Broken

In his terrific book, “What the customer wants to know”, bestselling author, Ram Charan lists nine specific warning signs indicating
whether or not your sales process has broken down and is no longer working effectively. To this list I have added a further 12 to look out for.

1. Your sales force interacts solely with your customer’s purchasing department, never meeting genuine decision makers.
2. Most of your sales discussions revolve around price.
3. You use conventional sales training, which is solely technique based and doesn’t really address the disconnect between the customer and you, the supplier.
4. Top management keep fiddling with the incentives for the sales force in the hope that it will drive better profit margins.
5. You keep reorganizing the sales team, allowing the salespeople to spend more time with the customer, yet you are still achieving similar results.
6. Salespeople are never included in discussions about the design of product offerings, despite the fact that they spend the most time face-to-face with the customer.
7. Little thought is given to your customer’s customer, and you never get to know how your product fits into your customer’s offering to their customers.
8. Your salespeople are internally focused, spending a significant portion of their work day on administration and paperwork.
9. The sales management team assume they are doing a good job, without any real awareness of larger issues that are occurring.

Here are my additional 12 warning signs

10. Your sales process is designed with sales outputs in mind, rather than from the customer’s viewpoint.
11. If you have ten salespeople working for you, you have ten different sales processes happening.
12. Your sales process may not be designed to allow for multiple visits to win new business.
13. Your sales process may only include “bottom up” strategies, and not “top down.” In other words, your salespeople may only be working at a user level, in the hope that these users will sell your solutions further up the chain.
14. Your sales process may be too heavily focused on working your existing customer base, without sufficient focus on bringing in “new blood,” or vice versa.
15. Your salespeople are all using different tools and sales messages in their communication with customers.
16. Your process doesn’t have an easily measurable output at the end of each phase allowing you to identify exactly where along the sales pathway they are at any one time.
17. Your current sales process is too convoluted and complicated. There are too many steps, too many forms, and it’s too hard to manage.
18. Your salespeople don’t have the knowledge, tools or skills to drive the selling system effectively.
19. The landscape you sell in has changed, yet you are still selling the same old way.
20. Your sales process looks good on paper but lack the flexibility or practicality to be of value in the current markets you operate in.
21. Your sales process doesn’t really help to close sales!

If more than 5 of the above 21 issues listed resonate with you, then it might very well be time for you to consider reengineering your current selling process.
You can of course do this yourself, and in my book (Bulletproof Your Sales Team – The 5 Strategies Guaranteed to Turbo-Boost Your Sales Team’s Performance)
(By the way, if you would like a free copy of the book in e-book format, just write to me at ians@iansegail.com and I will send you a copy.)
I have provided the reader with the recipes to do so. I will say this though, the “reengineering your current selling process”exercise is not for the faint-hearted.
It may be advisable that you enlist professional expertise to ensure the greatest success.
You may just be too close to your own current sales methodology to see the gaps or dysfunction.

Let me know if I can help
Ian

Note – This article was intilially written and posted on 05/11/2009

Increasing sales team engagement

isegail — Sun, 12 Feb 2012 22:00:17 +0000

Listen to this interview with people dynamics expert, Maree Harris

Maree Harris is a leadership development coach and facilitator of leadership development workshops and training. Her expertise is in the area of people dynamics and people management – growing leaders so they can grow their people.

Maree comes from a strong belief that we in management need to invest in and engage our people. People are an organisation’s foundation; they make it what it is; they truly are its greatest asset. All her work involves helping leaders and managers look after their people so that their people can look after their organization.

Sales management -The single formula that can double sales revenue

isegail — Thu, 02 Feb 2012 06:44:36 +0000

The single formula every sales leader must understand to double sales revenue

How would you like to double your sales revenue? Of course you would! The “Double you sales Revenue” formula is a simple formula which could potentially do just that. But hey, even if you just increase your sales revenue by 25% that’s got to be worth your while right?

When I am called in to do sales turn around work (Help companies turn their flagging sales around), in most cases I simply go to work helping my clients with strategies to implement the “Double you sales Revenue” formula.

The “Double your Sales Revenue” formula is a simple recipe that any sales leader can apply if they want to increase their sales revenue. This formula works in any market, selling any product in any environment.

As part of the sales coach academy training program we teach sales managers this straightforward “Double your Sales Revenue” formula, and how to apply it to their own individual team and selling environment.

The formula

The formula for doubling your sales revenue is as follows…

P x Q x M=SR

Sales Production x Sales Quality x Motivation = Sales Revenue

Double any of the above multipliers and you’ll dramatically increase your sales revenue. Double all three and you will double your sales revenue.

So let’s unpack the formula…

Production (P)

What is meant by sales Production? Sales Production encompasses all the activities required to deliver sales. These include activities like:

Planning and research

Lead generation

Lead qualification

Client communication

Proposal writing

Follow up

Presentations/demonstrations

Negotiation

Service calls

Etc.

Quality (Q)

Sales Quality refers to the quality of the delivery of the above. So as an example…

Let’s take the sales activity of telephone appointment setting. This for most sales organizations is a foundational activity required by the sales team. The Quality factor is the distinctive manner of the sales person’s telephone style and their skill in putting the prospect at ease as well as their ability to present a compelling enough case for the prospect to agree to an appointment.

This is often the difference between those on the sales team who struggle to get appointments and are often immobilized by the sense of rejection and failure that comes with poor or average phone appointment results, and those sales people who have a full calendar. The same can be said for any other sales Production activity, whether it be presenting, negotiating, planning, researching, qualifying etc. It is the Quality of the delivery of the specific activity that determines the success of that activity.

So when sales organizations refer to selling as a numbers game, they are only referring to the first part of the formula-“The Production factor”. Make more sales calls, see more people, do more activity only focuses on one third of the Sales Revenue Formula. Does it work? Sure it does! If all you did was to find a way to multiply your current sale Production factor by 2, you’ll easily double your current sales results. This is provided you have the capacity to double all sales productivity.

Ramping up activity is most often the first place that management turn to, to ramp up sales. It’s also the easiest factor to improve because it’s the more measurable of the two. It’s easier to manage. In support of this, most research on the subject of sales productivity says that on average sales people are only working to about 60% of their Production capability. Therefore with a measured focus on increased sales activities, you will most certainly get a lift in sales.

That being said, simply amping up sales Production often burns many a would-be, potentially great sales people and pushes them out of sales completely.

Sales managers must also learn how to drive the other two thirds of the sales revenue formula if they want double their sales.

Besides working on the Quality aspects of the sales activities, sales managers must learn how to drive individual motivation. Sales managers must understand the “hot” buttons and drives of each of their sales people individually. A “turned on” and driven sales person will accomplish amazing things. They will do whatever it takes to bring home their sales number. Unfortunately the vast majority of sales managers have no earthly idea how to motivate their sales people. Even though the plethora of research points to the fact that money is not a primary motivator, still management believes that “throwing money” at the motivation issue will solve it.

Put them all together

So for all you skeptics out there who were wondering whether you could really double your sales revenue… watch this?

P (2) x Q (2) x M (2) =more than double sales revenue

Starting with your current level of sales Production. If you could (and I’m not saying you can, but if you could…) double the amount of sales activities your sales people were currently delivering, what would happen to your sales revenue number? Hey what if all you could feasibly do was to increase your sales Productivity by just 25%, what would the impact on your revenue line be?

Now let’s double the Quality and effectiveness of your sales people and their sales activities. So now if your sales people’s average conversion rate was say 9.5%, what would happen to your sales revenue line if you could double it? Hey what if all you could feasibly do was to improve your sales Quality by just 25%, now what would the impact on your revenue line be?

Finally, what if you could double the level of motivation of each of your sales people? How much more effort would they put in to their sales activities? How much would sales Production increase? How much more time and effort would they put into improving their capabilities to raise their Quality quotient? But hey… what if all you could feasibly do was to improve your individual Motivation by just 25%, now what would the impact on your revenue line be?

The Answer

Here is the great news. It has shown that the world’s top sales managers use the regular practice and discipline of sales performance coaching to drive up each of the factors relating to the “Double your Sales Revenue” formula. If you would like to see data proving this fact see the video at “The Sales Coach Academy”

If you would like some help applying this simple, but definitely not easy formula to your sales environment, write to me at ians@iansegail.com and if I can’t help you directly, I can at least point you in the right direction to get the support you need to increase your sales numbers.

Ian

Realise your potential by using the Performance Management Process

mckenzieconsultinggroup — Thu, 12 Jan 2012 02:06:16 +0000

Performance Management Processes form a map which brings together all of the elements that will help to make your team successful in every aspect. The systems are in place to ensure that a high level of organizational performance can be easily achieved. The Process is often complex and for this reason it is often overlooked and misunderstood.

If we break the process of Performance Management down, it’s much easier to understand. It’s also a very practical method to view performance over different time frames.

The Key elements of the process are –

• Planning

• Do

• Review

• Revise

The ‘Planning’ phase is where you want to prioritise your targets and customer needs. By looking through these traits you will see what needs to be improved on and by how much. The second phase of the planning section is the Planning for Improvement stage. Here you can look at where you are being let down, and what potential changes can be made to rectify these problems.

The ‘Do’ phase is where you can help your staff to achieve a better performance. Through setting targets for your team and providing feedback on a regular basis, you can provide advice to help them to meet the needed criteria for a prescribed period e.g. a calendar month or even on a daily basis.

The ‘Review’ phase is where you can review the consequences of the decisions you have made. Any changes to operations or systems that are currently in use will most certainly have their pros and cons and this phase will enable you to weigh them up and decide if the new change is valid and workable.

Finally we come to the ‘Revise’ stage. This is the stage where you learn to change how you operate. Don’t be afraid to change procedures if the current operations are not working. This is the last stage and most important stage of the Performance Management Process. There’s no point in conducting a plan if at the end nothing was accomplished from it.

Examples of the ‘Revise’ stage could be to change the current targets expected or to change the sales techniques that are currently being used by your team.

Performance Management Systems

The systems that are used for measuring performance are not always used for the company as a whole. The same process mentioned above can be done on an individual basis, again using the methods shown. This can be beneficial in understanding how that member of staff has worked for you, and how they improve.

The Benefits of Performance Management

Through using a Performance Management System; as a manager or leader you will soon see the many benefits it brings to you. The main benefit being a direct financial gain as you begin to make changes where they are needed most. Making changes within the organization can result in reducing the running costs of day to day business.

You will also be able to achieve a more motivated workforce as you can plan ahead and produce specific goals for your staff to aim towards. Finally you will see a rise in the overall management control within your business. The Performance Management plan will help simplify the strategic overall goals of the company and can provide you with a well documented future business plan.

To seek more information on Performance Management check out the free EBook “Bulletproof Your Sales Team” available at http://iansegail.com/free-report/.

Using performance coaching to gain maximum results!

mckenzieconsultinggroup — Thu, 12 Jan 2012 01:50:40 +0000

Your number one goal in the position of sales manager is to achieve the maximum sales and profit that you can. To do this you need your staff to help you meet the targets that are set, and to allow for your team to achieve the results you want, an element of performance coaching is required.

We constantly question ourselves on how we can do better, if we all did better in our place of work, then the more success we would have. However, the common problem is that many people don’t know how to better themselves within their chosen workplace. This is where you as a sales leader/manager can bring in performance coaching.

Performance Coaching

Performance coaching is a method of giving your team advice on how they can do better; many people have said that if they knew how to improve their skills, then they would strive to achieve this. By holding regular meetings with individual team members or even team workshops, you can help make your staff bond and use each other as a method of learning.

Talking to your staff at regular intervals can also help you to detect small problems that your sales team are currently facing. This way you can rectify the problem before it potentially causes a huge impact on your sales plan.

There are many methods you can use as a part of coaching your staff and they are all there for the same reason. You need to be able to maintain a positive focus throughout your team, creating milestones for your team to aim for will enable you to monitor your team’s performance as they push to achieve the goal.

To fully understand the potential effects of Performance Coaching you have to create a bond between yourself and the staff working under you. You need to be seen as the head coach of the team. If you can achieve a mentor status, then staff will approach you for advice when it is needed.

Performance Management Framework

Performance Management Framework is basically an overview of all aspects of your business. It’s a framework that brings together all your plans, targets, strategies and the current performance of your business. You can use performance management to see how current affairs are in relation to previous timelines. The process enables you to see if you are improving together as a team or are failing.

Performance Management will guide you in identifying problems and also aid you in finding the solutions.

Here are some key Points in relation to Performance Management –

1. You can see recent success that you have achieved

2. You can see problems that occurred that in turn induced failure

3. You can plan to overcome recent problems so that they don’t occur again

4. You gain a clear vision and perspective on the outcomes of your actions

5. The process enables you to plan on realistic targets to use in the future

For a more expert opinion and expert knowledge, download the free EBook “Bulletproof your Sales Team” available at http://iansegail.com/free-report/ now.

Managing people to bring you maximum profit!

mckenzieconsultinggroup — Thu, 12 Jan 2012 01:29:27 +0000

How you manage your staff will play a vital role in the results and profits that you can expect to achieve. Through using effective management skills you can give regular updates on their performance and if they are achieving the goals you have set for them.

Managing can be a difficult task, however if looked upon with a positive attitude and by using the correct techniques you can find the job to be a rewarding and simple task. The techniques are easy to apply and can be used as often as you like, look at them as guidelines to help you assess your staff.

Set your Standards

The first technique and probably one of the most important, is to actually set the standard that you want achieved. Remember that the standards you set can be applied to many aspects of the job, including sales figures, profits and even attendance. These standards are the minimum requirement you expect and now that your staff know what is expected of them, there is no reason why any of them should fall below these standards. You will find many of your staff will push harder to better the expectations that you have set.

Set Individual Targets

Another proven technique is to set individual team members their own targets to aim for. By setting individuals their own specific targets, you are putting the foucs on their own competence which will slowly allow you to improve aspects of the job which they may fall short on. This method will enable you to push an individual into working harder and improving their weaknesses, as they now strive to meet the targets that you have set for them.

Providing Feedback

Feedback is an important aspect of managing people. It’s where your staff will learn the areas they need to work on and the areas in which they excel. Constructive feedback is the way to provide this. Make sure you give praise where it‘s due and provide advice where it‘s necessary.

Feedback should be given at the right times, such as a project completion or where the standards you set have failed. It should also be specific and straight to the point; therefore the individual remembers the key points of the conversation.

Marketing Management

Marketing management is the discipline of focusing and applying marketing techniques. The first step in marketing management is to set a marketing strategy that will provide you with the maximum profit and sales.

You need to look at the customer base you wish to gain, as there is no point directing your advertisement at people who are not suitable for your products. Look at which majority will return you with long term profitability and also make note of your competitors. You want to devise a long term plan that will ultimately take you and your staff to the top of the competition.

For more expert advice on Managing your Staff and Marketing Management look at the free report “Bulletproof your Sales Team” available at http://iansegail.com/free-report/.

How to improve your Leadership Management skills

mckenzieconsultinggroup — Thu, 12 Jan 2012 01:16:29 +0000

Being a good leader can be the difference between your success and your failure. As the leader of your sales team you will be the first point of contact for all of your staff so this usually means that a lot of problems come your way. The key difference between a good leader and a bad leader is the way in which the problems you come across are dealt with. By being able to show off your efficient problem solving skills it will instil confidence in the team working for you.

Being a Good Leader

To become the most effective leader you can be you need to learn how to engage your staff. The sales trade is not an easy trade to excel within, so to make the most of your current staffing roster you will need to work very close with your team in order to maximise your sales.

In order to engage with your staff at a positive level, you must be able to influence them and be able to use motivational skills. A team that has no motivation will not provide you with the results you require, your staff could be of the highest calibre, but with no motivation they become a useless asset.

There are many different methods that can be used to motivate your staff; here are just a few recognized methods –

• Team Building games or activities

• Sales workshops for your staff

• Inspirational Meetings

• One on one coaching

You may see that these methods are also ways of being able to promote confidence in your employees. Confidence and motivation come together hand in hand as the key to motivation for many of your workers is the amount of confidence that they have in doing their job. For yourself to take part in these activities can also be a good boost for both morale and motivation and by bringing you and your team closer together can help break down any communication issues that there may be within the team.

Giving Constructive feedback

Being able to provide constructive feedback to your staff is also another aspect of becoming a quality leader. By providing feedback you are giving your staff pointers in how you wish the work to be carried out. It’s also an opportunity to give the employee positive words of encouragement and to simply praise their work. Likewise if you are not happy with certain aspects of the employee’s work, then by giving feedback, you give them the opportunity to rectify the problem in future assignments.

Leadership and Management Outline

In conclusion to the leadership methods mentioned above, a good leader should also be able to –

• Build A Strong, Focused team of Individuals

• Resolve Poor Employee Performance

• Take Appropriate action to gain results

• Eliminate any undesirable methods or behaviour

By following some of the guidelines presented in this article, you will not only be improving yourself, but also improving your team. By bringing your team closer together you will be able to maximise your sales profits.

The guidelines in this article are just a small percentage of the techniques you could use to improve your leadership and management skills. For more expert advice please take a look at the “How to Bulletproof your Sales Team” Free eBook available at http://iansegail.com/free-report/