7 Steps to Create a High-Performing Sales Team

您的销售团队中的每个人在季度结束时是否会100％？可能不会。我怎么知道？可悲的是，数据显示，即使在关键时刻，当今劳动力的不到30％也是如此。

那是一个残酷的统计数据。它会导致昂贵的问题，例如平均水平配额达到58.4％and a low average任期1。4年。What’s more, if a sales rep is disengaged and under-performing, it costs 150% of their salary to replace them and takes about a month to fill their empty seat.

So, what’s the solution? A strong culture of employee engagement. That alone can make you失去人民的可能性降低了87％and means you can create a culture that doubly outperforms your competitors on sites like Glassdoor. I’m going to show you how to get there in seven clear steps.

What Is a Culture of Engagement?

在您前进之前创建一个销售文化参与度，您需要了解它is。

它不仅仅是乒乓球桌，nerf枪，啤酒星期五或无尽的SPIF。员工的敬业度是员工如何思考and feelabout their companyand how they act (i.e., work) based on those thoughts and feelings.

Quick Tip:Don’t mistake satisfaction for engagement. They’re不是一样的东西。这是满意和敬业员工之间的区别。

每个员工都需要安全，意义和能力才能真正从事工作：

• Safety我可以展示我的真实的自我at work without fear of negative consequences.
• Meaning：I have a personal ‘why’ behind my job.
• Capacity：我有能力完成分配给我的事情。

作为销售领导者，我们最重要的工作是吸引我们的团队。我们会尽力最大程度地提高每个团队成员的表现并每天激励他们。目标是让团队向前倾斜并像所有者一样思考，以便他们推动业务。你怎么把它们带到那里？

I’m a big believer in simple, actionable advice, so here are my top seven steps tocreate a high-performing sales team。它们基于数据Emplify已经从成千上万的销售负责人那里聚集，并与我自己的团队进行了现场测试。

高效销售团队的7个步骤

Step 1: Identify culture warriors and hire for those attributes

您的团队中谁推动您要建立的文化？想想即使您不在办公室时，他们也会粉碎他们的人数。那些是你的文化战士。考虑一下他们展示的特征。他们可以教练吗？雄心勃勃？协作？具有挑战性的？饥饿的？无论这些特征是什么，都为他们雇用。

The traits you’re looking for may be different. What matters is that you pick no more than five (scored from one to five, where one is the lowest rating) and make a yes/no decision about whether they’re a good cultural fit based on that score.

I like to have at least three people interview a candidate using the same rubric.

Step 2: Give cultural warriors yes/no authority in the hiring processes

让您的团队进入的最简单方法思考像所有者一样对待them like owners.

确定文化战士后，通过将它们整合到您的招聘过程中来赋予他们权力。他们和您一样关心公司及其文化，那么为什么不得到他们的反馈bob全站app并相信他们的判断呢？

我采用的一种独特的方法是赋予他们权威no候选人。如果他们拒绝，我listen并接受他们的建议。这建立了一定的信任，并有助于我分享建立完美团队的压力。

额外的好处是，我自己的团队成员经常有我的见解，因为我在面试过程中的动力动态。例如，如果受访者允许他们的守护者参加销售代表，那么您将获得更真实的了解他们是否在您的环境中取得成功。

Step 3: Set personal and professional goals as a team

Do you know your employees’“为什么?"

意思是一个关键的动力在员工敬业度,so understanding each team member’s "why" is critically important to managing them appropriately.

In the second week of January, my team always does a two-hour personal and professional goal-setting workshop. The bonding that takes place in this vulnerable session creates a closer team and they all hold each other accountable throughout the year.

It also helps each team member find their "why," and our managers are definitely better at their jobs for knowing those. Don’t let your reps stop at generic goals like revenue and salaries. Go a layer deeper to get at things like, “save a down payment for a house” or “take the kids to Disney."

这种动机是通过工作的起伏维持销售代表的原因。

步骤4：分享客户成功案例

Behind every cold call is a prospect with a challenge that can be solved. It’s important to remember that on days when sales feels like a thankless grind.

Here at Emplify, we get our CSMs, SDRs, and AEs together bi-weekly to share hero stories about how our product improves cultures and allows employees to do the best work of their lives. The motivation that comes out of these meetings is truly invigorating. It helps the team push through challenges and reminds them -- even on the most difficult days -- what they do matters.

Step 5: Give consistent feedback

我们已经调查了5,000多个有关参与的销售代表，没有什么比一致的反馈更重要的。

很少有领导者给它应有的时间，但是如果您希望您的团队变得更好，您have给他们反馈。没有正确的工具，这可能是真正的头痛，当您使用合适的工具时，这可能是一件出色的礼物。

I’ve stopped setting aside massive chunks of time to find and sort through calls. Instead, I’m using technology likeGong.ioto listen to calls on my commute.

我根据销售阶段或竞争对手选择最战略的电话，并准确地挖掘这些电话中发生的情况。我已经大大提高了我给团队的反馈的质量和频率 - 他们love它。

这使他们想改进，这有助于我长期保留它们。我还发现，有了这种文化，我团队的顶级代表更愿意向他人学习和帮助。反馈和参与文化正在蔓延。

Step 6: Use data to identify engagement issues

Too often, sales leaders use gut feel to make important decision about the whole team’s performance. No one should do that -- not even on small teams.

Instead, sales leaders should pay attention when people at multiple levels of performance flag the same issue. For example, if your top, average, and low-performing reps all mention fairness when they’re asked for feedback around engagement, you know you’ve got a meaningful issue to tackle.

To identify your team’s issues, you need solid engagement data. Otherwise you’re just stabbing in the dark. Knowing what causes disengagement lets you prioritize initiatives that unlock performance.

Step 7: Ask teams to create their own solutions

作为领导者，您自己解决问题并不令人印象深刻。通常是愚蠢或错。

When it comes to engagement, give your team their own data and ask them to identify the root cause of their disengagement. Challenge them to solve the problem.

简单地说：“团队，我们在这个问题上得分较低。我们应该开始或停止做什么以进行改进？” When you ask the right people the right questions, the right solution typically makes itself clear.

吸引您的员工现在

销售负责人想与那些lovetheir jobs and welcome inspiration and growth. You can find those people, if you don’t already have them, and you can move your whole team upward by surrounding them with the safety, meaning, and capacity they need to excel at their jobs.

Do that by following my seven steps. They’re proven in the field and will help you build an outstanding sales team.