Industry Magazine Get JACK'D Magazine Fall 2017 | Page 4
INSIGHTS FROM THE EXPERT
1. How Do I Develop A Growth Plan For The Sales
happens. We no longer hear about “motivating” the salesperson. We
no longer hear about the lack of work effort. My bias is to have the
salesperson work as close as possible to “at risk/commission only.”
All too often I hear about it not being acceptable in a country or an
industry. This is a cop-out. Find a way to match the payout with the
rewards, and all should be happy as long as they are willing to work and
the talent is there. If not, why hire them?
Steven Covey said it best: “Begin with the end in mind.” The
first thing we have to wrestle down is what is it we are attempting
to build. Some call that vision. Let’s say you have an $8 million
company that has a vision of growing to $20 million. Figure out the
progression of how many years/months it will realistically take to
get to $20 million. Along the way, additional new sales hires will
be necessary, based on your experience of what is a legitimate
load for a salesperson to carry. Additionally, be sure to build in
the needed timeline for adequate training rather than rushing the
salespeople into the field to “sell,” when in reality, we are rushing
them to “fail.”
6. How About Compensating The Sales Manager?
Again, alignment is the key. However, I believe a base salary of some
amount is appropriate. The “at risk” portion should be the greater
amount by far and should be directly tied to the results of the sales
team. If the Sales Manager is not willing to bet on the company or his-
or herself, you have the wrong person.
2. How Does A Small Firm Rationalize Hiring A Sales
Manager When The Sales Team Is Small?
Again, a part of the answer is similar to the above answer,
which is dependent on the overall vision and timing of the planned
growth. The rationalization basically comes down to this—if you
are serious about the growth plans, then the Sales Manager will
make it happen by growing the sales team in quantity and qual-
ity. If you hire the right Sales Managers and pay them appropri-
ately, they should pay for themselves in less than a year with the
increased business the sales team generates.
An executive’s guide to
finding, keeping, and
growing the best.
3. How Does One Go About Converting An Inside
Salesperson To An Outside Salesperson?
Generally speaking, it’s not advisable. Nor is going in the
opposite direction! Inside salespeople are typically “farmers,”
and their profile does not work in the field proactively gaining
customers. Outside sales is typically best done by a “hunter,” and
this profile doesn’t work well in a reactive mode. Note—this move
can occasionally work, but I wouldn’t chance it. Go with the better
4. When Is It Time To Entertain Getting An Assistant?
Yesterday! Figure out the high payoff activities (HPAs) and stay
solely focused there. Calculate your hourly rate, and anything that
can be done by someone else at less of a rate should be flipped
accordingly. Model the Masters (Top Performers) and you will
discover the presence of assistant(s). If you wait to hire until
you become a top Producer, you will never get there. This is an
“If you want A-players on your team, your
company must spend as much time and
effort attracting and retaining talented
employees as it does on finding and
investment that has great ROI. Do it now.
5. Advice On Compensating Salespeople?
My favorite word here is “alignment.” When the comp of the
salespeople is aligned with that of the ownership, then the magic