Much of the friction between members of a selling team comes from unspoken expectations left unmet. The sales manager expects the report to be in by Monday or the marketing department expects the leads to be followed up within the month. When expectations are not met, we may begin to devalue the effort made by the offending person. If Bill is late with the report we assume that Bill is behind in everything and that the cause is Bill's poor work habits. If Joanne is did not follow up on the leads we assume she is slacking off and is not doing her job. The net result of this accusatory behavior is low moral, a reduced willingness for others to support these team members, and a general lowering of team effectiveness. In a program I gave recently, I heard a very different view of these situations. One that made me stop and think.
During the seminar I had asked the sales team why they were not able to make some of the necessary changes that we had agreed needed to be made. Almost instantly, a flurry of blaming started. "The marketing department never gets anything right." "Operations never comes through on their commitments." "We just don't get the support we need." As I started to untangle this mess, Robert, the Vice President of Sales stood up and addressed his team. "Ladies and gentlemen," he said, "when you make these statements, you do so without knowing the whole picture. You do so without knowing the other priorities and stresses that are forced upon these people on a daily basis. You should know that I am aware that some of these people are not doing their jobs as they should. Most of the problems you see in the field are even clearer to us in the plant. I promise you that we are dealing with many of these situations as we speak. In the meantime, may I suggest we assume that each of our team members is doing the best they can? In most cases you will be right. And in all cases you will show your fellow team members the respect that they deserve. Isn't that how you want them to view you? As doing the best you can?"
It's a simple message with a powerful result. When we assume others are doing the best they can do, we automatically switch from blaming to helping. We offer assistance instead of criticism and suggestions instead of sarcasm. Even in those situations where the person is not doing there best, isn't this a better way to build the rapport needed to guide them to improve?
The sales department is often powerless to change the company. Given that reality, doesn't it make sense for us to try Robert's advice? Assume those around you are already doing their best and watch the difference it makes.
For a free copy of "10 Ways to Keep Your Sale Team Motivated", email article5@waterhousegroup.com and ask for article #5.
Stephen Waterhouse is Principal and Founder of Waterhouse Group. They specialize in helping companies increase their sales and profits. He can be reached at 1-800-57-LEARN or steve@waterhousegroup.com.
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