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Hi everyone, Andrew Reimer here. Author, consultant
trainer and coach, and specialist in sales management.
Founder and CEO of Sales Management Solved
where we teach a framework based on the three key pillars
of sales management so you are consistently a top performing
and high earning sales manager. I help sales managers
to attract, to develop, and to retain
top sales talent to effectively forecast,
to consistent hit their budgets, and most importantly
to build customers into advocates
so that sales managers actually thrive, you know so you're actually in control,
proactive, recognized for excellence,
and really feel like you're on top of the job, and enjoying the lifestyle that
that success brings.
At Sales Management Solved we use this framework
to help sales managers exponentially excel by turning key clients
into advocates. So I work with sales managers often to
fundamentally adjust their sales culture and help them master this role.
Now, have you ever been challenged by a poor-performing team or
poor-performing salesperson? A lot of what we deal with in sales management is
around the people,
its our biggest asset, so what we find is you see things around motivation,
or their attitude, or inconsistent performance, or maybe you can't get the reports
out of them you need.
They just don't seem to be with it, or a top-performing that starts to drift
maybe is now inconsistent. I can tell you these are very common issues in sales
management,
but they're not the easiest things to do with. In fact, I can tell you that in my first sales
management job
I completely failed, it was miserable.
I was 25 years old and I was in my first salesman job after being promoted from a salesperson
and I was fired. I had no idea what to do.
But what I did do as a result of that, and I'll tell you a little bit more about my
personal background
in some other videos, but my persistence told me to go out and study,
to learn, to master this thing, to figure out sales management. So I started
working with some other top
consultants, I read as many books as I could find,
I went to courses on sales management, I attended conferences,
and I became a student, still am today, its kind of an ongoing quest.
What came from that is I ended up then applying that by
investing some money into a small business and trying to apply all these things
that I thought I'd learn, and I took a do it fix it approach.
By doing that what I was able to do was try some of these things and see what
really work,
what didn't work. There's the theory and then there's the practical side of this.
Well the results I achieve we're pretty amazing actually,
in my first business I bought literally what I call the dog with fleas,
the worst business in town. But by doing that
what I was able to do was literally turn it around. We went from the 20th
business in this market to the number one business in three years,
and I was offered three times what I paid for that business
as result turning around. And then I was off, I ended up buying a few other businesses
but when interestingly happen
was I started to get tapped on the shoulder to help other companies.
So after about 10 years I was actually told
that I could actually start training other people in this. I moved to Australia
and was involved with the turnaround of a major business covering all the cities
in the country.
That company was initially losing over sixteen million dollars a year.
By the time we finished after three years in my role there
the company was making a twenty million dollar profit, and that's the kind of turn
around we're talking about,
and that's what we can achieve by applying these kinda frameworks,
and this kind of approach. But I know the struggle
that I went through to actually learn this and put this together.
So we've developed a framework and that's what I want to talk to you a little bit
about today,
but really focus on one of those pillars, which is the People pillar
underneath that.
So over the years, and from working in my own business, and with
my clients that I've been helping, we've really customized and tailored
this framework so that you consistently can become
a top performing sales organization. Now I just put a little graphic up here to show you
what I'm talking about.
The focus is really trying to get advocates, for the obvious reasons that
once you've got your service to a level that you're holding on to clients,
then when you're able to do is actually move many of them,
at least two key clients, to a level that they actually are promoting your business
by telling their friends and associates, that's really the ultimate measurement,
that's for your business grows exponentially. But to achieve that
what we really focus on these three pillars, and you'll see on this diagram
what I mean by that.
One pillar is the Partners, and we're going to talk about that in some of the other
training videos.
Another is the Processes we focus on, there are about 11 key processes we really
look at
to actually master that pillar. But what we're going to talk about today and what I wanted to share
with you
was the five fundamentals that live in this People pillar,
and what that's about is how to actually get the best out your people,
to have those relationships with them so you really are helping them perform at
their best
to help you perform at your best, because that's really what it's all about,
it's about people. Now its really about not just attracting them
and developing them and retaining them, it's about actually once you've got them on
the team,
how do you work with them? How do you set expectations?
How do you set goals with them? How do you manage them and give them feedback
so they stay positive, they stay focused, and they stay entrepreneurial?
They don't micromanaged, and even worse that they don't get
a laissez-faire approach to sales management where you think, oh they're good to go,
I'll just let them do what they need to do. So micromanaging isn't working,
laissez-faire doesn't work, so how did you get involved with your salespeople
and stay in control without micromanaging your people?
And that's what the five fundamentals are that I want to talk to you about today.
So, what are these five fundamentals that support the people pillar,
let me show you here.
So, I want to walk you through what we found to be
the key areas you really need to think about when we talk about managing people, and they
kind of go in a very specific order.
The first as you see up here is this word agreement. What do I mean by that?
Agreement is actually how do you set expectations
with your salespeople. And this is an interesting point because many sales
managers
commonly make the mistake of telling salespeople exactly what they want them to do,
and after great detail explanation maybe even giving a back up to that in writing,
they don't say 'any questions?' Or 'do you understand?'
And the salesperson might go 'yeah, no I get it,' and then they go away and
try to work on it. What's interesting from that is the sales manager has no idea
where the sales person got it or not. Also,
the sales person got a very clear message by having the sales manager tell
them something.
What they got was the sales manager sets the actions,
the sales manager's responsible for setting the scene.
So the sales person doesn't really didn't have to think that much about it,
they just have to find out with the sales manager wants. This is exactly the
opposite of what we need,
we need the salesperson to be entrepreneurial, they need to take complete ownership,
in fact that's usually one of the key areas I hear from sales managers.
'My people just don't take responsibility, they're not accountable!'
Well whose causing that? We need to set mutual agreements.
The only way you can set a mutual agreement, there's nothing wrong with
telling people
what you're expecting of them, but when you're setting an agreement what you
want to do
is use questions not statements. Stop telling people what to do
and asking them if they understood, and start listening to them,
saying 'well here's what we need to achieve this month, how would you approach that?
What would you need to do? What steps would you take? Where would you go for
help?
How will you know if you're on track? Tell me a little bit about your plan.'
Questions like that to get it out of their mouth,
because as soon as you hear what they're saying then you got an idea what they're
thinking.
It also obviously engages the salesperson.
This idea about setting a mutual agreement by setting expectations by
asking open-ended questions,
is crucial and most sales managers don't do this particularly well.
Sometimes its because you're just flat-out, you're busy, you're run through your day with a
a hundred things to do,
so you bark out orders, you tell people things, even with a smile on your face.
And you may even end with a question, 'so any questions about that?'
It just doesn't work! In fact I can tell you that
fifty percent, in my estimation from my experience,
fifty percent of day-to-day operating problems with your people
are caused by this not being done well. Someone says 'well I need you to make enough calls next
week,
can you make twenty calls?' The person says 'yep,'
they go and do their best, they make fifteen, they do whatever they could do, they thought
the goal was money,
no it was actually certain actions. So there's major discontent here,
and major misunderstandings by not focusing on sales agreements
that are based on clear expectations. That's step one,
and you can see that it creates some ownership. One of the key things that we've found in
managing sales people, because they do need to be
entrepreneurs, is that we need to actually give them this responsibility,
we want them to bring their brain to work, they need to be able to work through
issues and problems,
not just wait for instructions. So don't tell people things,
get it out their own head. If you've got to explain a certain thing
tell them that but then followed up with questions. So that's step one,
key fundamental, but not something most sales managers do
particularly well. The second area you'll see up here is measurement.
And we often talk about measurements in sales. But the key thing in measurement
is what is a good job?
What's doing it well? So we've talked about this expectation,
but the second half of it, for someone to actually get ownership of it,
is a discussion around what's doing it well. Because if they just do a good job
in their mind
but they haven't met your bar of what your expectation is,
where they need to be, then we don't have that clear understanding.
If you go to give them feedback down the track and say 'look, I see what
you did but you could have done it this way or this way
a bit better' you may think you're being helpful and supportive
but they might say 'well why didn't you tell me that first?' There's no discussion.
One of the key things about measurement is its got to be objective.
Two people looking at the same information have got to come up with
the same conclusion.
So the more subjective it is, the more dangerous it is.
So what is a measurement, around a sales action, around the goal, around a client
meeting,
around something they need to do on the floor today. What is specifically a good
job?
And talking about that. Now in sales we have a lot of quantitative
measurements that can make this relatively easy,
but a lot of what I focus on is the qualitative measurements.
You know, you ask the salesperson 'did you uncover the needs of the client?'
'Yep!' Well that's not what I'm talking about.
When I need to get it is what's the quality of that? So, did they really agree to
the pain, the issue, the problem? Did you really get it in detail?
If we haven't discussed the quality of a needs analysis, for example,
how will they be able to know if they did a good job or not?
So a job of a sales manager is to 1, get that mutual agreement,
but 2 is make sure that there's a clear, objective measurement
between the two of you so that you both walk away from that meeting,
or that discussion, whether its about a task or a goal,
with a clear understanding of what's doing it well.
Do you ever hear your sales people coming to you and saying 'hey, how do you think I'm doing?'
Do you ever hear a whole warning signal going off when they ask you that?
Many sales managers think its great when the sales person comes up them
saying 'how do you thinking I'm going?' I see that as a major problem.
Because two things are probably happening here, 1, they actually don't know whether
they've done a good job
so they're actually seeking your opinion. That means they can't take responsibility
and ownership for the outcome,
so they're seeking your advice to see if there are on track,
therefore they can't own their job, they can't take responsibility.
Well the other reason they often do this is because they're seeking more
recognition,
they're seeking praise. They think they are doing the right thing but you're not
saying anything
so they're saying 'how do you think I'm doing' and the worst thing you can do
is then tell them well actually you actually could have done this and this a bit better.
What they're looking for is praise, so anytime a salesperson's asking your
'how do you think I'm doing?' You've got to really wonder is that because they don't know
or is that because they really just want some praise?
You gotta figure that out, so measurement is a key one here.
Those two things combined, when we add measurement to this,
a clear expectation plus measurement, if we get those two things combined
that relates to about eighty percent of day-to-day
people problems with salespeople, because the sales manager
hasn't got that clear up front. So they manage this
down the track and it causes lots of reactor problems.
The third step here, Frequent Feedback, this is how we build productive
relationships with salespeople.
How frequently are you giving feedback to your salespeople?
And this is a really key point because you can't give feedback
unless you've monitored it, you've observed them, you've seen them in action.
So you can't give feedback from third-party information,
although someone might say 'hey I noticed this issue' from the support staff, maybe even
from a client,
that doesn't mean you should give feedback on that, it means you should investigate it
and observe it a bit more to see if you can put your eyes on it.
But feedback is crucial, and a lot of sales managers think feedback is about
correcting, fixing, giving them feedback is like a performance
improvement thing. Feedback first is about praise.
Praise, and it's not 'hey, good job this week'
that's not what I'm talking about. Any form of feedback is not about the person,
feedback is about behaviors and actions,
what they did or what they didn't do.
But feedback has got to be related to
the agreement! If you give me feedback about something that we haven't talked
about,
I can feel like you're changing the goal post, you're moving things around.
So one of the first things you have to ask yourself when you see a salesperson
not performing and feeling the need that you've got to give more feedback,
the first thing you've got to ask is have we ever talking about this?
Do we really have an agreement on this? Because if you don't,
don't give them feedback. They may be doing something completely incorrectly,
but if you don't have an agreement around that your feedback will be taken
negatively because what you should be doing is saying 'you know,
I think we're doing something wrong here' and tell them that,
'but you haven't done anything wrong because we haven't talked about that,
probably my fault, lets sit down and have a chat about that
and talk about how we should approach this.' You're not giving them feedback, you're
actually setting an agreement.
You can't give feedback without a clear agreement or its just going to be your opinions.
Running up and down the hall, going out on calls, giving your opinion
is not sales management. Because then you're again taking responsibility from them.
Feedback is to support their agreements,
so a sales manager's job, after setting agreements and measurements,
is to then ensure that the sales person knows when they're going to be observed
and monitored
to support them, not to micromanage them,
so that I can support you doing what you said you wanted to do.
How can I observe you, or see you in action?
That's what we're looking for. So monitoring and observing sales people is not
about control
it's about supporting them in their agreements, the more you reinforce them doing
what they said they wanted to do
the more you're actually in control but you're leaving them
completely responsible and accountable. Real key point here,
while feedback needs to be frequent, it actually needs to be linked to something
you've already talked about.
Now the other thing we know about feedback, and why I say frequent,
with salespeople this is gotta be, whether is daily,
every other day, at least once a week or you noticing what's working.
Praise comes first, the majority of your feedback needs to be to reinforce
what they're doing right, what they're doing right.
Because if we reinforce what they're doing right, they keep repeating it.
It's almost like any other person in development, if they do what they're
doing right
they keep repeating it. So your job is to notice what's going right
and say something. Rather than the typical thing we hear from
salespeople, which is the only time I hear from my sales manager is when?
When I stuffed up, when I didn't achieve something,
that's the only time you get feedback, how much are they willing to then take
it?
So the first thing you have to look for is positive feedback.
And there's a phraseology around that that's pretty important.
You have to state to behavior you observed, tell them you're giving them some
feedback,
and say 'by you doing that, that really is going to help you get here,
or help the team that there, or help the company get here,
or help the client get to there. Tell them how it helps,
let them bask in it for a second, go 'oh, thanks boss,
yeah, that is when I'm working on.' But the most important is the last
bit, you gotta say 'keep doing it!'
That's the important thing about positive feedback. Positive feedback is
not about
motivation, another myth.
Positive feedback is not to gee 'em up, it's about
getting them to keep doing that action because that works for them.
So positive feedback has to be your number 1 tool
in feedback, and it has to be the majority of your feedback, more than fifty
percent.
But that doesn't mean we don't need to correct people from time to time,
because you're going to observe and monitor people as they go.
So if you need to correct someone its exactly the same thing.
But its not negative feedback, its correcting them.
You noticed that they're not doing what they said they were going t do,
you've picked that up in a sales report, observed them on a call, seen them in action,
you've picked something up. Now, your goal is to support them to getting back on track.
Corrective feedback is to get a revised agreement,
and highlight the fact of what you've observed, its a coaching technical almost.
Corrective feedback says' gee I noticed this just happened,
what do you think about that?' What I just in there is I asked for their opinion
first,
here's what I observed what do you reckon, what just happened there?
Now, half the time I've found salespeople will
self-correct. They'll go 'ah, yeah, no I see what you're saying.'
And all you've said is what they did. They say as 'no no, I see you're talking about look I'll get
back on that.'
Because they know exactly where you're going, and all you need to do then
is just refer that and make sure that they stay on top of that.
That they understand that that's really need to go, you just need to keep doing that.
Another part, another fifty percent of the answers are something like
'ah, well, no I tried to do that but this didn't happen or that didn't happen'
and you get into a bit of the waffle, they go on and on, and they throw out some excuses
and what happens there is you just need to let that go, let them talk,
give them a voice and let them go, and sometimes that takes a bit
because they might be defensive, they might be concerned,
but let them go, they need to talk. As soon as they finish whatever they're talking
about
you need actually get to the point of saying 'I hear what you're saying,
however, we still need to get that done, we still need to get that on track don't we?
How can we do that?' So whatever they say is the reason or the excuse
is fine, but what we do need to do is get it down to an agreement again,
and through the conversation you're empowering them, you're listening to them,
you're respecting them and then you're saying 'so what do we need to do to get
back on track?'
Questioning them again, and as a result that, hopefully,
you'll be able to tease out a new agreement and say 'great,
so if you do that, that and that you should be back on track,
are you good to go? They go 'yep, I'm good to go.'
It also tells a sales manager at that point, since you had to correct them,
you might just need to monitor that a little bit closer
as time goes on. The frequency of your feedback,
both positive and corrective, is what builds productive working relationships.
So feedback is about making sure that you're supporting what they said they were
going to do,
it's about really making sure that they're hearing what's happening.
Now the key thing we've found with corrective feedback is that you're gonna feel a lot
more comfortable
and they're going to be more comfortable receiving it when you've also been
giving them a fair bit of praise.
If you said 'look I need to talk to you for a minute' they don't go 'uh oh!'
because the majority of the time they're getting positive feedback when you say
you want to talk to them.
So think about positive feedback because that's a key area in this,
and then I want to talk about where we're going to talk about talents here. So the fourth
fundamental
in my people fundamentals here is Talents. It's probably
the most significant thing I learned about twenty years ago,
which is this area looking at talents, not looking at experience,
not looking at attitudes, but actually someone's talents.
And one of the key things we've found in managing people is the sales manager's
ability
to identify the key talents they need for the specific sales roles
that report to you. Once you have those key talents in your mind
then your ability to actually observe and noticed from working with your team
where individuals' strengths and limitations are.
And making sure that they have enough the strengths to succeed in the role,
because if they don't all the people management in the world won't help them be a top
performer.
So the first thing is assessing whether they have the talents or not
to succeed. We often find there's enough fit
for someone to be a good salesperson if they at least have about seventy
percent of their time
that they're working in their roll working in their areas of talent.
They can still have up to a third of their time where they're just working in
areas that they're never going to have much strength in.
Now I'll explain a little bit, because another big fallacy in management, one of the big myths is that
you identify where someone isn't performing well
and you think as a sales manager your job is to fix it,
is to change them, is to help them get better at that, to develop them.
But this is what we've learned about talents, if I'm actually limited at something and I
don't have lower capacity there
all the training, feedback, and support in the world
will only keep me focused on something I'm not particularly good at,
and the more I do that the worse I get and the lower my confidence is.
So by trying to fix weaknesses
you actually not only reduce performance, you reduce confidence
and you actually focus them on something where they're never going to perform well.
But that doesn't mean we don't address them, the goal and what we've learned
about talents is to
help come up with ways to manage people's limitations,
and that requires a discussion again, really back to this
area of expectations again and agreements to understand
what do they consciously need to do to get through that? Do they need a checklist?
Do they need to run it by someone first?
but there's a whole series of strategies to manage someone's limitations
so that they consciously recognize 'look I'm not that good at this,
but if I did this, this, and this always I'll get by.'
so the goal for managing a limitation is
no problems, no issues,
it's not excellent, the goal is not developing them,
it's just making sure no problems exist that's always step one because as long as there are
problems coming up
you've got performance issues, but you don't try to fix people,
you understand and related to where their capacities are.
The second part of talents is actually where we get performance,
that's identifying someone's strengths, and by identifying areas where they can get
better and better and better,
where they have capacity to give, and a sales manager is regularly setting new
agreements,
new expectations, to challenge people,
to train them so they take a strength that becomes a super strength,
that's where top performance comes from. It's not a matter fixing weaknesses
it's a matter focusing on someone's stengths. Again, one of the big myths in management
is if he's good at that, or she's good at that, I have to worry about that
I've got to work on the areas that they are struggling with. Nothing will do more to
destroy someone's performance. So what you need to focus on is putting more
effort and energy
into reaching agreements around developing individual's strengths,
and that starts with your assessment of 'what talents did I need in that role'
looking at each individual on team, where is each individual strengths and weaknesses?
By doing that you'll end up with agreements that I call being on two
different paths.
You'll have some agreement around how they manage a limitation,
you'll have other agreements around how they develop a strength.
So these agreements are very unique and individual, by doing that we find sales
managers
develop their talent and that's what a good coach always does.
So the question for you is have you identified those talents you need,
and have you assessed your team by observing them? It's a really key area we focus on
at Sales Management Solved, and a big thing when it comes to reaching the right
agreements
with each individual. It also creates a much different level of relationship
because then people are feeling like 'my manager get's me'
and that's a big part about what we do every day in keeping people motivated at
work
but that relationship with the manager is crucial. Now the fifth fundamental
we called the Integrity Rule, and that seems a little bit odd to people because with
people I think rules
are really pretty much of a negative, but it's the only place I use that word rule,
and it was something I actually learned in my second job.
I had an office manager come to me and tell me about this, she said 'there's only
one thing you need to know about management'
'what's that?' she said 'it's the Integrity Rule.
People should know but they've got to come to you in advance
if they might be struggling because if they do then you can help them.
But if they don't come in advance they might fail and give you all the reasons why
they failed
but then you haven't been able to do anything. They've essentially fired you,
they haven't allowed you to help them.' And I said 'what's that again?'
'I call it the Integrity Rule' she said and as I applied that over the years I find
how true she was.
So the Integrity Rule is once you've got some agreements
nailed, once that's based on their strengths and talents.
the Integrity Rule is making it clear that there's one thing you need to know about
working with me
as your manager, and that's this: Once we have certain discussions and agreement
it's your responsibility to stay on top of what you're doing and if there's any
reason you think you might
not succeed then you just have to come tell me that,
you have got to tell me that in advance, so that implies you're monitoring yourself.
And if you come in advance I promised I will not get upset,
In fact I'll be very happy about that because even if you're struggling
I can then get involved and help you, we could change the goal,
we could adjust the deadline, I could help you out myself,
we could change the way we're doing it, but if you don't allow me to get involved
early on I can't help you. So managing the Integrity Rule is an interesting one.
I have never had a group a sales people I've managed say that that was unfair.
You know, I'll say to them 'there's one thing you need to know about me, once we have an agreement
you just have to come to me in advance and I'll supporting you,
is that fair? And they go 'oh yeah, no problem!'
I've also found that most people don't do it, so this takes some effort to implement.
Seems like such a logical thing, people really need to know
that you're going to be there for them. The other nice thing about the Integrity Rule
is it allows you to manage one thing, and it's black and white,
they either came to you or they didn't, rather than managing
why did they fail. One of the big common mistakes of sales managers
is that they'll ask someone after they haven't hit a target, taken an action, or done what
they're supposed to do,
or don't they said they were going to do, they'll say
'what happened? Why did this happen?' And the problem is the
salesperson will go on and tell you. It actually is irrelevant, the game's over, we're in the
locker room after the game,
we've already lost the reason isn't going to help us,
I need them tell me this stuff early on.
Crucial. So if someone fails,
and they don't come to you, that's time to say 'wait a minute we have an
agreement here
you've got to come in advance. And they go 'but this happen, but this happened.
Irrelevant. The communication is always black and white.
The reasons are always grey, aren't they? There's always a range of
'oh yeah, I understand,' but if they don't communicate with you
you can't stay in control, you can't support them,
and you can't ensure that you're going to consistently achieve.
so this puts the responsibility squarely
on their shoulders for their performance.
If you don't get that Integrity Rule working, and sometimes it takes a few months with
some
challenging salespeople, they may think 'wow, the sales manager is going to get upset'
but you do have to get this implemented. The Integrity Rule, in fact, is impossible to
implement
if you don't have agreements. Because if we don't have a clear agreement I wouldn't
even know what to come and tell you in advance,
I wouldn't know how to measure myself. So if you've got clear agreements,
good measurements, then I can follow the Integrity Rule and I can come and talk to you in
advance
you might find sometimes though you bite your tongue so hard it bleeds.
When they come into your office and say 'I'm having a problem'
you got to say 'thank you for coming to me.'
Because then they've given you the chance to help them, that's what it's all about.
So those five fundamentals all come together, as you can start to hear,
and create a relationship with your people. This productive people
relationship
is the basis for what we're talking about here. The other thing you're
hearing is that
we have to spend a little bit more time, in fact maybe a lot more time,
up front in our discussions with salespeople than we do
at the back end. Most sales managers are very reactive
because they do the top and the best approach pretty poorly.
What they really need to do is get out of that reacted stuff
by investing more time in their people, being more proactive.
That's where great sales management comes from, it's really building people
up with clear agreements,
giving them the responsibility to monitor themselves,
even though you're observing them as well. Sales people today,
and the competition for top talent, requires
that sales managers start to move into a different way
of managing their people. Frequent communication
giving them the feedback so they know when they're on track,
or when they're off track, to support them is key
and giving them that ownership to make this work.
From my 35 years of working with salespeople, working with clients, and
managing sales people
we've found this to be a really key point. How we actually do this in different
industries might vary a bit,
but the key thing is understanding these fundamentals.
My relentless appetite for continually learning what is best practice
in sales management plus this 35 years of experience I've had
doing it at my companies,
and spending 15 years helping other clients do it,
has made me an in demand sales trainer, sales consultant and coach,
for a number in sales managers around the world, and
I really have done this in a range of industries, from
health care and financial services, business machines to agriculture.
The framework is something that's innovative
yet it's comprehensive, probably the world's most comprehensive framework
in terms of putting sales management all under one roof to achieve one
primary outcome, to simplify it but to give you the detail it means to get it
done.
All based on those three pillars of Partners
People and Processes, so I hope this has been valuable to you today.
But I understand from working with sales managers and talking many times about
this at
conventions and standing up and giving keynote speeches and having people come
up to me,
the people would say 'well, I don't have time for all this' and
'gee it's a lot to get into' and 'gee I picked up an idea or two there
Andrew'
And it's like, no, they just don't get it. I can understand that people are struggling
with
'I don't have time for a framework' but someone actually said to you
that they can make you extremely successful in your career where you are
now
to help you succeed to a degree the you can move forward in your industry
and in your company.
It might take a four day event or six hours watching some DVD's,
or going through some workbooks to understand it, or getting coached.
But you wouldn't do that because you don't have time?
I mean, you've got to be kidding! But there are sales managers that are like that
and maybe this isn't for you, that's alright, but if you want to be the best,
you want to master this role,
that's what it's really about. You know, I think what's really important to me
about doing this,
and I often call it my four on my three R's
is that your the three things that are important to me in delivering this kind of
information, giving these free videos to you like this,
one is about Relationships and others about Results,
and the third is about Revenue with three R's. The relationship that I have
with you and with my clients,
with sales managers, and the relationships I have
with those best practice providers and a whole range of different issues we
talked about today.
Those relationships are crucial to me, the result,
the results that I help my clients get are everything.
It's not about training, it's not about concept, it's about achieving,
and about their success, and I love that.
I'd love to hear about your success. And the third are is revenue.
By me actually offering audio programs and DVD's and coaching, and
giving keynote speeches or training, by doing that that is me the revenue so that
I can keep serving
sales managers in offering free training like this.
Because it's actually a dream of mine that sales managers,
when they actually get in the role, have already been developed,
that someone gave them a framework that they were using and practicing
before they got into job, so they would enter their role
starting to master it. Or that if they're in their role right now
that they take a framework to master. That's my dream.
That's probably nothing to do with you, that maybe something to do with your boss.
But the majority of sales managers who step into this role
fail. They do! And my dream is to say 'that's not on.'
Not only is it not on for the sales managers, the impacts on the sales team,
on the company, and on the clients who don't get great service
and great result. So that's a dream I have, that we actually get this sorted
early on and make it happen. So, I mean, I just love to help sales managers, that's
what it's about.
Thank you very much for your time today, my name's Andrew Reimer, I hope
this serve you a little bit, gave you some information about what I mean by a
framework. And if you could just do one thing for me,
if I can ask your question, if down below this video
hopefully you'll see some comment areas, if you would just post a comment.
Good, bad, just whatever your reactions are to this framework.
I'd be loving you to do that. I really appreciate it for the time that I've put in if you could
just do
that one thing. Also with those comments,
what you can do is also ask me a question, because I'm going to keep
proving a
number complimentary training videos and if you put those questions in there
I'll respond to those as we do other videos and keep this process going.
So think about that because I want you to join the leading community in sales
managers
and in that top 10 percent. So post a comment
that would be exactly what we need you to do, but also if you see like
a follower, or a subscribe button, depending on the platform you're on,
click on that because then you'll get notified when we do other videos like this
that are going to get into a lot of the details around it, and i'm looking forward to
providing those to you because the details
of the framework is actually where you get into the nitty-gritty. So there'll be other
videos coming out, but today please post a comment
you can also go to
salesmanagementsolved.com where we post a number of
information, blogs, and videos to help you be the best sales manager
you can be. So until we meet, until we talk or until
we see you at one of our events, here's to your continued success!