We’re all doomed - the environment is killing us

Relax, this is not another doom and gloom blog on global warming, but is of equal importance to all sales teams. Your managers, at all levels, might be facing environmental fatigue, they may have given up trying to make changes.

Environmental fatigue - Is it really that bad?
A manager when asked the question “why don’t you get your Sales Managers and General Managers in one room and get direct feedback from them?” replied, “If I do that as a Senior Manager I would have to make them a commitment that I would take their issues away and do something about them. I'm not able to make that sort of commitment....”

Another manager recently told us that they were under increasing pressure to run with sales cycles even though their bid analysis told them to "no bid" as they could not deliver the solution.

What is interesting about these examples is that the statements were made to our consultants when we were carrying out sales management assessments. In both cases the senior management of our clients’ asked us to assess managers as they felt there was a problem with the capabilities of sales management.

Remember the Emperor's new clothes?
The 2 examples given are classic cases of senior management creating an environment that is not supportive of sales managers, but then blaming poor performance on sales managers. As with the Emperor's new clothes they have not looked at themselves to see if they are part of the problem (and therefore the solution) and no-one feels empowered to tell them, in the words of the little boy “but he’s not wearing anything!”

Senior Management needs to look in the mirror and check that they are not part of the problem. However in order to do this they need to want to see the truth, unlike the Emperor who even when looking in the mirror saw what he wanted to see, a fine set of clothes.

It is only when senior management recognise the influence they have in acting as a barrier for the successful implementation of solutions they have signed off, that sales organisations will change their behaviours. Don’t just take our word for this, Channel Four has a successful programme that is built on exactly this premise - “Undercover Boss”.

A fish rots from the head
As this expression suggests, there is no point looking at the bottom of the chain of command and trying to change it if you have not made sure that the change is supportable from the top.

As we have said in the past, unless you create a supportive environment that will help drive your required behavioural change in sales management and selling styles, you are just throwing good money after bad.

All truly successful sales organisations have a sales culture and environment driven from the top.

So what should you look out for?
Here are 10 symptoms of an environment working against the sales organisation

1. When setting next year’s targets are the targets based on an economic analysis or just a desire/need for growth?
2. Do the targets align to the strategic requirements - i.e. can you hit target based on selling legacy product as opposed to the strategic focus?
3. If senior management meet clients, do they make promises and then fail to follow them through?
4. Are management closed to a business case of “give me more sales resource and I will exceed target”.
5. Are you regularly asked for updates to forecasts and reports beyond the pre-agreed frequency?
6. Are you scolded for forecasting below target - even if it is an accurate forecast?
7. Are you allowed to "no-bid" on opportunities with key accounts?
8. Is everyone looking to blame sales for a shortfall in revenue - including marketing, senior managers and anyone else with an opinion?
9. Does it always feel like no matter what you achieve it will never be enough?
10. Is short-termism the order of the day and all long term strategic planning goes out of the window?

If that is how it is in your sales organisation then don’t think you are alone. We witness this over and over. Rather than trying to understand what is really causing shortfalls in revenue targets it always becomes the fault of the sales force.

Our experience shows that the environment for the sales team is made up of myriad of elements that can be causing you to miss target.

Yes, sales capability and execution may be an issue. But issues such as the macro economy, the internal processes that either help or hinder effective selling, the strategic focus of the senior decision makers in the organisation and the current cultural “feel” of the organisation will all influence the performance of the sales team.

So what should you take away?
This is a cultural, managerial issue. If fairly senior people believe there is a problem but that they cannot influence or change anything then blaming the sales force is an easy option. A clear, long term, strategic focus with some structural stability and an open culture of clear and honest communication is, in our view, the only way to bring a semblance of belief into the sales force. This has to be aligned with an environment that enables the sales force to sell rather than it being an obstacle.

Do you want to know more?

Either read our Helping business drive sales document or contact either Mark Savinson or Fred Nelson and let Accredit help you create and manage your solution assessments enabling you to ensure your sales organisation is maximising the opportunities your portfolio creates.