One of the critical components of sales coaching is the ability of the sales managers and their sales people to run effective joint sales calls. Today our friend and Pillar Partner, Tony Cole, of Anthony Cole Training Group, shares his expertise.
How to make an effective sales call with your rep
As a president of a company occasionally I have sales people call on me. Whenever two people come out on the call my first thought is: Which one is the rookie? My other thoughts are: Why are two people here? Why is the manager with the salesperson. Who is running the sales call? What are they hoping to accomplish besides trying to find out what I’m trying to accomplish? Is this a real sales call for the sales person or just practice?
I don’t claim to know if other presidents are thinking these things but you cannot discount that they might. Based on that assumption it is critical that you have a sales call that is well defined and choreographed so that the prospect is impressed with the meeting and you as either sales manager or sales person accomplish what the prospect wants to accomplish and generally speaking that is to solve a problem.
Steps to more effective sales calls
- The phone call, the quality of the phone call will determine the quality of the appointment. You must follow the 8 steps phone process to make sure that the joint call is taking place with a qualified prospect versus a practice call.
- Conducting a pre-call session is a must. In your pre call session
- the sales person makes sure they are prepared to execute the methods taught in our module ‘maximizing the initial call’
- the sales manager and sales person Role play the appointment
- Everyone agrees to who does what Identify who does what
- Identify the reason for a joint call. If it is for learning purposes then the sales manager has a very small part in the call. If it if for qualifying or closing a large account then the role of the sales manager can be more prominent.
- Make sure you do a post call debrief. This is an opportunity to help sales people recognize opportunities that they missed, questions they could have asked better and commitments they failed to gain. This insight needs to be followed by an agreement to the observations made, demonstration by the sale manager of the correct approach or technique and finally a role play.
In addition to these steps the sales manager has to be prepared to let the sales person fail on the call. Sooner or later you just have to let them go and learn how not to fail. If you rescue them then the sales person becomes dependent on the sales manager and never develops the sales skills they need to succeed. These four steps tied to disciplined one on one coaching will dramatically improve your sales teams ability to eventually conduct extraordinary sales calls on their own.