Quite frequently, sales meetings are held only because that’s what’s ever been done. They become tremendous time wasters and demotivators if they aren’t managed nicely. Generally, sales folks dislike meetings. Sales people view them as only irritations which are keeping them away from their selling time. Sales people are the lifeblood of the company and any time not spent in front of prospective customers must be minimised.
You need to only have sales meetings when there’s something significant to manage, unless it’s totally inevitable. Have a meetings schedule, stick to it and ensure that results are of real value to your customers or prospects. Recognize successes, identify problems, create alternatives and execute promptly.
Criticism and Focus
Dragging out a sales assembly with goals, numbers and questions on the July results were as bad as June and May is counter productive. Nothing inspires and frustrates a sales force more than that which they perceive to be uninformed criticism from supervisors who spend little or no time “in the field”. Direction is frequently viewed by them as those who don’t comprehend what it’s similar to to be a sales person.
sales team that is joyful has assemblies that offer encouragement recognise success and are over immediately. An excellent Sales Manager motivates their sales team to get out amongst the possibilities, customers and clients at each chance and comprehends this. If individual criticism is justified, this ought to be managed on a “one to one” basis and kept well clear of team meetings.
The best method to keep things concentrated is to get the assembly standing up. You believe I am joking? Oh, no! It’s stated this system is utilized by the Queen in Britain to handle her Privy Council meetings – everyone keeps to the stage to make sure the sovereign is not kept standing for too long.
Components of successful sales meetings
The key components of efficient sales meetings now are quite clear:
1. A powerful program that’s not short, blunt and to the point. It invites alternatives from inside the team and addresses the significant problems.
2. Concentrate on essential issues including difficulties or slowing the team down. Administrative problems which are preventing the team from reaching maximum effects ought to be addressed as a precedence. Sales folks, generally, dislike paperwork or red tape.
3. Review of preceding activity conditions. Are procedures being followed and executed successfully?
4. Setting up brief/long term aims. Rapid growth for a lot of motives is not preferable to continuous progress on a long term. The sales team has to have the ability to repeat successes always rather than working hard for the first 3 months of the year simply to burn out in the 2nd Quarter of the year.
5. Open conversation and interaction for creative thoughts among members. Sales people are often great networkers. Motivate your people to talk about systems which are working for them. After all, your sales force is a team.
6. Identification and apportionment of action items. Encourage your team to establish objectives and group goals. Timelines are crucial if these targets can be fulfilled.
It needs to be noted that communications technology enables cooperation through cellular telephone and the web. This is supposed to be utilized as much as really possible to reduce wasted time and travel expenses, enhance speed of communicating and increase productivity.