Individual talents are paled compared to the summation of those individual talents working as a cohesive team. Total sales success is created by the sum of all the parts. Having one superstar is not enough because he/she cannot carry the load as we set our sights higher on increased store performance. This is why we must have a total team business development initiative coupled with a solid plan of attack. When this initiative is properly planned, implemented and executed with consistency you will have created a masterpiece that creates a rich business environment whereby everyone gets better and some even explode with greatness.
Whose task is it to develop this environment? Like most solid business endeavors of this critical importance it begins with top management’s creation and adoption of the business concept. Once this is accomplished, the responsibility is handed off to the sales managers and ultimately the entire team. You see, starting at the top of the store’s leadership sets the course with sound ideas then, these concepts are transferred to the sales managers who can actually affect and maintain the changes outlined in the plan. I firmly believe it then becomes the responsibility of the entire sales and management team to continue administering good sound fundamental business development deployment actions.
The sales managers frankly are the critical pivot point. They are the coaches on the field. They must play this coaching role for raising the productivity of average performances and working with top performers as well. Coaches also know how to maintain team work just like a football team that has one or two superstars. The coach clearly recognizes the needs of the entire team because he cannot win without all of them on the field. This sometimes becomes tricky due to the high performer’s needs vs. the new salesperson or average performer’s needs. A good coach leads their team to a winning season because they know everyone cannot be treated the same way. This does not mean that we bend the rules of our game plan; it means managers have to find flexibility in adapting to various personalities on their team.
The coach who consistently practices sound coaching skills will always have an edge over all their competitors. The coach who cares about his people and knows the individual needs of his people is a coach who will begin getting results. When the coach provides frequent leading edge sales skills training, keeps his team informed as to the progress and adjustments needed, and then provides motivation towards the target goals, that team will then be much more likely to improve their season record. I will provide a follow-up in my next piece that will outline a few key coaching techniques for a total in-house game plan. If you need one now send me an email and I will send you some coaching drills. If you make everyday game you will soon find your store and your people contenders for the championship.
Coaches play book should include:
Provide clarity in establishing each person’s personal goals. How many units they feel they can sell? How much money do they want to make? What areas do they need help? Then break it down for them by showing and training them in the elements are required for fulfilling these goals.
Tell them about the big picture:
Every member of the team needs to know what the game plan looks like so be clear when you let them know. People feel secure when there are no question marks lingering about the direction the coach is taking them.
Stay on top of the game plan:
Good coaches review constantly with the players in appraising where they are, how they are doing and what else is needed to succeed. Just like sports, this does not happen after the game is over. It occurs frequently throughout the game. Show the players once a week the adjustments and alignments they can take to come out on top.
Practice, practice, practice:
Every championship level team does this relentlessly and that is what makes them great. Get yourself an in-house training solution so the practice can take place every week not just once every three months when an expensive trainer comes in. Training and practice is what develops the soul of a dealership but make sure the training is not some old tired dusty one. Implement the new leading edge principles. If you need some ideas on this, send me an email.