Numerous companies hire that first salesperson multiple times because the company is not truly ready.  BEFORE hiring a salesperson, the company should be able to make all the following statements.  If not, the chances of an unsuccessful salesperson are increased.

1) The company’s sales process is clearly and completely documented in an understandable, teachable way

2) A training program for new salespeople has been outlined and formalized

3) Cash reserves exist that are equal to six months of a salesperson’s total cost

4) The company’s Operations and/or Service delivery is process driven, adequately staffed, and able to deliver

5) The company has created a sales management plan to devote adequate time to the task of sales management

Also, if the business owner (or only salesperson in the company) is about to hire another salesperson for the company, taking personalities into consideration goes a long way to ensure a successful new hire.

With only a few exceptions, the best personality to hire first is what I call the “Engineer” salesperson.  This is NOT a technical person, but rather a person who understands that a systematic approach is best and one who is organized, and puts forth consistent effort.  This is not the type of person who is loud, boisterous, or who thinks he/she is the best salesperson in the world.  Nor should it be expected that this salesperson will bring in huge or big wins.  The “Engineer” salesperson does however learn quickly, works a system, and produces results on a consistent basis - what a great start to any SALES TEAM!

Let Ambition Be Your Mission!

In the latest move, Microsoft REVERSES its decision to get rid of the Small Business Specialist Community (SBSC) designation.  There is a great article from CRN on the subject found here:

http://www.crn.com/software/224701456

Those of us who fought since, well forever, to get some Microsoft to recognize Partners focused upon small businesses, the SBSC was introduced with a lasting sigh - as if Partners said “finally!”  Over the last 2+ years (like anything else related to small business focused Partners), there is division over the SBSC program.

SBSC helped - a lot.  Focusing upon small businesses is not only a stepping stone for an IT business - it IS a viable business model in itself.  And of the 120,000 Microsoft Partners out there in the US, how many are 1-2 person operations?  The answer is the VAST majority.   Then there are the “more serious” Partners with 3-15 employees who still focus upon small businesses.  The cababilities of these two sizes of Partners are different, but they all only have the SBSC designation.

The good news with this latest decision - the SBSC brand can still be leveraged by Microsoft and Partners.

The bad news with this latest decision - those two different sized Partners must still be lumped together.

Regardless of which of those is more frustrating to an individual Partner - I think all can agree on one thing - It is VERY frustrating when Microsoft changes its mind!

Microsoft to Partners “Here you go.  This is for you!  Go forth with our full support. (wait 6-36 months) Sorry, we’re getting rid of that.”

EBS, SBSC, Response Point, Office Accounting - Us Partners went forth, we went to bat, we get stuff pulled out from underneath, and we just have to deal with it.  We’re loosing credability with our customers.

My suggestion is this to Microsoft.  You have an advisory council made of up SBSC Partners.  LISTEN to them.  Don’t decide, then run it by them.  That’s Ready, Fire, Aim.  I think Microsoft should have a compensated base of of Partners whose job is to represent the needs of Partners.  Compensated because you need REAL representation from Partners who aren’t just part of the loop because they want to gain better access to Microsoft.  I know personally most of the individuals in this role now and having previously served in such a capacity - I believe them to me mostly representational AND having their hearts in the right place.  Pay them, have more of them.  Listen to them.  Go to them with business issues Microsoft is trying to solve and let them help!  They want to.  They can.

Matt

Most know that it is always a great idea to exceed people’s expectations.  How often is the reason YOU bought a product or service because of tremendous (or lightning fast) follow up?  It creates that “wow” factor and makes a sales that much more likely. 

We all know the realities of daily work environments don’t typically afford us the ability to respond that quickly all the time.  Obviously, when you can respond immediately, do it!  The tip of following up in the reverse order simply means that when there are 10 people’s emails or calls to respond to, begin with the most recent, not the one that came in first. 

Let’s assume that these 10 emails/calls came in within the last 3 hours.  Once you begin to respond to all, the response time will likely range for all customers from 1 hr to over 3 hrs.  Follow up in reverse order, and the response time ranges from a few minutes to over 3 hours.  Is a 4 hour response any more or less impressive than a 3 hour response?  Likely the difference is negligible.  However, there is a HUGE difference in a 5 minute response versus an hour - and that’s why this tip makes sense.  Use this strategy to get more “wow” factors with your clients, prospects, employees, vendors, and others and success will follow!

 Let Ambition Be Your Mission

A Guide to BUILDING a SALES TEAM - faster, easier, & for greater profit is now available for pre-order.  Click here for more details about the book, the accompanying resource kit, and the book launch event on 5/27.

QUESTION:

We have hired young reps with 2 to 4 years sales experience with big ambitions.  We hire from outside the industry typically, with no IT  background.  They want the 100k+ comp structures as a goal.  My take is they do not experience as much success as soon as they want/desire (i.e. want $100k now, not in 3 years) and think the grass is greener somewhere else. Honestly I should have probably stayed closer to them also.  I travel and am not in the office every day. 

 I have noticed though they do not end up staying anywhere for more than 2 years after they leave us.  My guess is that the W-O-R-K required is the challenging thing.  They all complained about working afterhours and weekends for their big deals.  Which in my 10+ years in sales is a must to get to the big numbers.  Sometimes I think if I am not working afterhours or weekends I do not have enough on my plate. 

Maybe it is just the typical sales thing.  I am new to sales management.  Have always been an individual contributor and one of the top sales people everywhere I have been.  The management thing drives me nuts a lot of times.  My goal is to grow the team in the next year so I can afford a sales manager in my place.  But gotta put up the numbers first before I can do that.  Catch 22 perhaps?MY ANSWER:

I think you’re on point with much of what you’ve stated below.  Sales Management is a learned skill (just like sales).  

1. young people and WORK sometimes clash, this is true
2. they want $100K now – OK why not… “Here’s what it takes to get there…..”
3. inexperienced salespeople will think they are worth more than they are
4. don’t want to work evenings/weekends – fine.  Only want to work 2 days/week – fine.  As long as you’re achieving this minimum level of activity/results, that’s fine  (we can’t expect anyone else to work as hard as we do)
5. the key to motivating sales people is to find out what they really want and help them/show them how they can get it (hint- its never money, but sometimes is what the money can buy)
6. the key to sales management is creating a structure/environment where when the salesperson gets what he/she wants, the company does well also
7. just like in sales – sales management has to be a win win
8. if what you’ve been doing hasn’t worked, let’s try something else – how about people with more sales or industry experience, or at least middle aged  (the more financial responsibilities a salesperson has the less likely they are to be attracted by the green grass)

FOR MORE INFORMATION:

If you’d like help with your sales team, salespeople, or sales management, that’s what I do - send me an email on Matt at AmbitionMission dot com.   

The book’s title is a play on an embarrassing story that happened to Ken - he accidentally shot himself in (actually though) his head and lived!

My favorite tidbits from his keynote are:

1) “When you dn’t know what you’re doing, the work is much harder.”

2) If information is measured in inches, andall information garnered by the Human Race from the beginning of time until 1860 is 1″, then between 1860 and 1960, it was 4″, by 1980, it was as tall as the Washington monument, and today it’s doubling every 30 days.

3) Motivation - Money is only temporary

4) If you want happiness for 1 hour, take a nap.  1 day, go fishing.  1 week, take a vacation.  1 month, get married, 1 year, inherit a lot of money, for a lifetime, do what you love to do!  Doing what you love doing is factor of a) doing something interesting, b) a feeling of accomplishment, and ) feeling of appreciation

5) Sometimes someone else believing in us is what it takes to become successful

An excellent presentation and I look forward to the book! 

Let Ambition Be Your Mission!

Matt Makowicz

• https://training.partner.microsoft.com/learning/app/management/LMS_ActDetails.aspx?UserMode=0&ActivityId=565280

 Then, next weekend, I’ll be at SMB Nation East (www.smbnation.com) which looks like it’s going to be one of the best “east” versions of this conference yet. (May 1-2, 2010) At the end of May, I will be a presenter at Jeff Middleton’s conference in New Orleans (www.sbsmigration.com).  Also, look for an announcement soon regarding a Preday book launch event on Thursday May 27, 2010.  I will FINALLY be launching my third book:  A Guide to BUILDING A SALES TEAM - faster, easier, & for greater profit.    Also on the horizon - - -  AmbitionMission.com will be getting a facelift New coaching programs, sales training for salespeople and managers - ALL COMING VERY SOON! More to come soon… Let Ambition Be Your Mission! Matt Makowicz

The very word sparks emotion (and no I am not attempting to invoke any references to last year’s Presidential election).

When an organization is faced with growth, change is often required to break through the current level of performance. 

The challenge is not deciding that changes are required and necessary.  The challenge, often times, is convincing the staff (or customers) that these changes are good for all involved.

Sure, there are instances when the changes needed for growth are not truly going to be good for everybody (such as an automated process replaces a person’s job; great for company, not so much for employee).  These situations, however are more rare. 

The most common situation is that changes are required and the only barrier to growth becomes the staff’s resistance to the changes.  Short of handing out copies of the popular book “Who Moved My Cheese?”  which is a great thing to do by the way, here are a few tips to keep in mind during this exciting (and challenging) time in a company’s growth:

1. Be real.  Let the staff know the good, the bad, and the ugly.  There is a difference between being excited and optimistic versus exagerating and fake.
2. Be early.  Plant seeds that change is neccessary and coming soon.  Be careful not to scare people.  Early on, be brief, and non specific with an air of excitement.  Even if the staff doesn’t know what changes are coming, the fact that they are expecting some things to change helps a tremendous amount.
3. Be open.  Lay the facts out, and ask for input.  Just like the popular “Matrix” movies, the problem is choice.  If the staff feels like they chose (even a little bit) of the changes coming, it will be easier for them to accept.  Avoid a last minute decree demanding compliance.
4. Be confident.  Once the decision is made, move forward.  Don’t waver mid stream.  Planned changes may be 90% decided prior to asking staff for input, but once the plan is 100%, be confident that that is the way the company must move forward and do so.

Even with these steps, certain staff may not be ready or able to change.  During these times, staff may leave.  Understand that in companies and in life, everything happens for a very good reason.  Focus upon the growth planned for the company and that the changes are required for that growth.

 Good luck and Happy Hunting!

No commissions for technical staff, whether they assist in the sales process or otherwise.

Rather, include the technical staff in a bonus for the company’s (or sales team’s) group performance.

Also, the pre sales technical role ideally should be rotated among the technical staff on a monthly or weekly basis.  Rotation is always a good thing for the technical staff and it allows ALL staff to cheer ALL salespeople. 

If the sales team does X, then all members of the technical team get Y.

Everyone on the team is motivated to assist “Sales.”  There is no more (or less) “Us versus Them” mentality between salespeople and technical staff.  And finally, ALL staff is aligned in the direction that bringing on new customers is good for all.

Since salespeople and technical staff have hugely different motivations and personalities, commissions should never be applied to a technical staff member - in rarely, if ever, has the desired effect of putting the “carrot” in the proper place.

Matt Makowicz

Matt@AmbitionMission.com

Link to the Channel Insider blog is:  http://blogs.channelinsider.com/content001/careers_salaries/the_channel_sales_commission_conundrum.html