Advice for Sales Managers on How to Keep Their Best Employees

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There are four leading causes for a high-performing salesperson to leave their current employer. The most common explanations have nothing to do with money.

Reasons Why a Top Salesperson Would Quit Their Job

1. They don’t believe their employer genuinely “cares” about them.

2. a deficiency of introspective or material reward

3. Not having a clear plan for one’s professional future

Inadequate or unsatisfactory financial resources

Let’s look at these potential trouble spots and figure out how to avoid them.

Problem #1: Employees don’t believe the corporation “cares” about them.

One of the leading causes of a salesperson quitting on you is a hidden belief that you and the business do not value them. They believe the firm is only interested in making money and does not give a damn about their well-being. How do I make them realize how much they mean to me? As simple as showing genuine concern.

Take pride in your team’s achievements as a sales manager. When it comes to protecting and advancing the interests of your sales team, you will not shy away from taking on higher-ups, regulators, rivals, or anybody else. The success of your sales team should be seen as more important to you than your own. And you should because your success will depend on theirs. You must lead your troops into battle by charging ahead of the rest of the squad. If your sales team believes you will take a bullet for them, you will never have to worry about losing talented individuals. Once again, the solution to convincing sales staff that you care is caring for them.

Two, the salesperson doesn’t seem to be getting anything out of their work that makes them feel good about themselves or their actions. Even if salespeople and managers are unaware of it, this is crucial to meeting customers’ requirements. We must all “feel” good about ourselves. In sales, specifically, your job must boost your confidence.

Keep in mind that many people automatically assume a salesperson is dishonest. Many customers have negative connotations about salespeople and use slang phrases and derogatory labels without giving them much thought. Earning and maintaining people’s trust becomes a primary concern for any successful salesperson.

Making a salesperson “feel” like their job is respected and trusted is essential. However, when the salesperson isn’t experiencing this environment, it doesn’t manifest in any discernible way. In other words, the salesperson does not approach upper management and say, “You know, I don’t feel important or like I am performing an honorable job function…”

No. In reality, it is scarce for a salesperson to pinpoint the source of his or her lack of motivation. Several seemingly unrelated symptoms may emerge as a result of this issue:

a. Disinterest or lack thereof

a. An unreliable closing average

c. An overwhelming sense of responsibility

Feelings of monotony (d)

b. Inconsistent work ethic and more extended vacations

f. Skipping over or ignoring “the basics.”

A general sense of “I just don’t care…”

This salesperson doesn’t “feel” necessary because of these behaviors. Some potential solutions to this issue are listed below.

Include the far-reaching effects of the product or service in the company’s or department’s mission and vision statements. (Check out the “How to keep motivated” post on the Ask-the-Expert website.)

Ensure your sales team understands the full breadth of their role and the significance of their work. For instance, if you’re in the auto business, you’re helping more people than simply the customer when you make a transaction. It’s a win-win for everyone involved when someone buys a car: the seller, the buyer, the dealership’s staff of two dozen, the environment, the economy, and the bottom line. Determine the long-term effects of your product or service and communicate their significance to the sales team.

Provide both inward satisfaction and external acclaim. Private interactions with your sales staff regularly will help you stay in tune with their hopes, fears, and concerns. Hone your ability to “listen.” Find out the salesperson’s motivations behind making a deal behind closed doors.

Does she have marital aspirations?

Have a newborn?

Does he hope to return to college sometime soon?

Is she considering a career in management?

Could he use a new vehicle?

Is there a desire to upsize on the part of her and his family

 Etc.

Invest time and energy into the lives of your sales staff. If you listen to them, they will share their thoughts with you.

Publicly express praise and encouraging words. The emotional health of a salesperson depends heavily on receiving recognition for their efforts.

Get the top salesperson to train the rest of the team. This practical management resource eliminates a wide variety of issues. If you have an experienced salesperson who is losing interest in the job because of routine, put them in charge of training new salespeople or have them observe others in the field. Introduce the experienced salesperson to the younger salespeople as a “long-time expert” and ask them to assist in training the newer salespeople. You can get the salesperson back on track by offering a bonus or override on their commission.

3 – Not having a clear and promising future in one’s chosen field. Get a firm grasp on your sales staff’s professional and personal goals. Make sure there are progressive levels of advancement in your organization. A typical sales organization typically consists of two roles:

1. A person in their first year of selling.

Sales Associate #2

Some provide supplementary methods, such as

3. Senior Sales Executive

Manager, No. 4

You need a series of “steps” so that a salesperson can always be working toward a goal. Verify if the salesperson’s objectives align with those of your firm. Sometimes salespeople see the company not as an end in itself but as a stepping stone to something better as long as you’re giving them what they want. A salesperson’s ultimate objective might be to open her bridal boutique. Fine. But once you realize this, you’ll better understand how to encourage this person.

4. Not making enough money You should pay your sales staff more than anyone else in their field. Where do you even begin? You insist that your sales team maintain the gold standard. You expect the best from your sales team regarding performance and client pleasure.

Can you explain how you can achieve that? Your organization strives to provide the best product or service available. It’s common for businesses to believe they can give top-notch customer care while paying their sales staff as little as possible. There is no way this could ever be successful. Several businesses pay their employees barely above the poverty line to keep their employees from leaving. In exchange, most workers do just enough to keep their jobs. No. The best way to motivate employees is to pay them well and expect a lot from them.

Good salespeople are hard to keep, but the old saying, “If you help enough other people get what they want, you’ll eventually get what you want, too,” holds.

Businesses of all sizes can benefit from Sean McPheat’s sales coaching, training, and consulting services.

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