Are We Expecting Too Much Too Soon?
My son played his first season of baseball this past spring. For many other kids on the team, it was their first season playing as well. It was a much different experience for everyone as compared to the kid’s first go-around with other team sports like soccer or hockey.
With those other sports, the concepts were pretty simple in theory as the kids could get out and chase the puck or ball and just spend time familiarizing themselves with the games and being part of a team.
Baseball was a totally different story. Batting was mostly straight forward for them, but fielding was an adventure! All of the parents and coaches were doing their best to help out, but the poor kids were always very confused from the moment the ball was hit. Although quite funny on the surface, you had to feel for them when they all froze in place. Their “memories seemed to erase” and never knew what to do when the ball came their way. At one point or another, most of the parents wished they could get out on the field and make plays themselves!
As I reflected back after the season, our expectations for the kid’s performance on the field was way too high, especially early on. We were asking them to complete very difficult tasks with many people trying to give them directions in pressure packed situations. I did not even start playing competitive baseball until I was 9 or 10 years old.
The first coach was unable to handle the anxiety of helping the kids get up to speed. The second coach was awesome! They stepped right up and said that the kids needed “one voice” to listen to. From that moment on, things ran much smoother for the rest of the year, and the team won a bronze medal at the year-end tournament.
That story inspired this post, as I related it to being new to a sales role or the profession in general. Most of the parents were guilty of expecting more from the kids then they were able to give early in the baseball season. Many sales managers and executives are guilty of doing the same with new reps.
I am a firm believer that the pressure to perform should be minimal for new reps as long as possible. Three months should be the bare minimum that a rep focuses on learning everything about their new role, and not have a manager looking over their shoulder and expecting immediate results.
The “learning/training phase” should be even longer for new reps to the profession. Sales can be generalized as an easy job where you can make a lot of money, but new recruits need to understand that a lot goes on behind the scenes to be able to do “fun stuff” like take customers out golfing, or have long lunch meetings!
Product knowledge is typically the focus for new reps, but there are many more aspects of being a territory manager that need to be analyzed before being “thrown into the wild” and expected to come back with orders. It is not realistic, not fair, and is one of the biggest reasons that new reps quit in such a short time.
Most companies are continually under pressure to put up numbers, and that unfortunately comes at the cost of giving new reps the training and support that they need from the day they start the role.
I would rather sacrifice sales results in the field while new reps gets their feet wet, and properly equip them and held grow their confidence so when they hit the road, they are ready.
The most common words coming out of a sales manager’s mouth should not be,
“How can I help you close that order?”
That makes them a one-dimensional leader.
If a manager wants a rep to prosper and succeed long-term, they will help them dig deep in to all aspects of the role, understand their territory, customers, support staff and company. Then, AND ONLY THEN can they start talking about getting in to the field and securing business.
- What training have you received for a new role (other than product knowledge)?
- Have you ever quit a sales role and realized later that you did not give it enough of a chance?
- When should new reps start focusing on actually closing business?
Posted on March 13, 2013, in Leadership, Management, Rewind, Sales and tagged Employee Retention, New Sales Reps, Product Knowledge, Sales Manager, Sales Training, Selling. Bookmark the permalink. 5 Comments.
That is a really interesting take on it when translated into sales. I could not agree more btw re kids and sports.
I think that what you say definitely applies to new reps however part of sales is meeting targets so there has to be a ramping up of pressure to acclimatize them to that. It takes a special kind of manager to get that balance right. If they can do it then I agree with everything that you say.
Thanks Rupert! I appreciate your comments as always. The kids sports thing is a real eye opener for sure. The strategy and quick thinking with baseball was very evident as compared to the early stages of soccer or hockey!
I agree with your point about ramping up the pressure over time for the sales reps. That certainly has to be part of the deal, and a good manager will help people adjust to the transition of “just getting their feet wet” and actually having to get out there, be accountable and sell. When to know when to apply the pressure, and ease off it as a leader will be critical to individual and team success.
I think I will have to do a follow up posts on other things that management can do to help ease a rep in to a new role, perhaps on the financial side, mentors, etc.
Take care and thanks again.
Hi Tim, great post and I like the way you blend the stories together. I have never been a sales rep, but work with them all of the time. Some companies have reps tht stay for years and others there is a new rep every few months. It must be a very hard field to work. The reps who are around for a long time definitely seem to connect much better with the office staff and doctor, it would be Interesting to find out if training has anything to do with their longevity of employment. Talk soon and have a great day
Hey Tina! Thanks for taking the time to respond. Training would certainly have something to do with it. But there is certainly a self taught component when it comes to connecting with customers as well. I have found historically that some people have a knack for it or not.
I must admit, as a sales rep, every day is not a perfect day, but we have a job to do, and being at our best and being able to relate to and assist our customers is a huge part of it!
Enjoy the rest of your week.
Love your reply, especially “being at our best and being able to relate to and assist our customers is a huge part of it!” Only if everyone could have a job with that passion!