3 practices to create a culture of sales results

sales

How culture attracts talent

A culture of results is imperative in any company that dreams of taking the high ground. In sales, then, culture is an essential part of a team’s differential.

The nature of every salesperson is guided by ambition and meritocracy and the culture of your team must represent this basis. Understanding that everyone is there to make money is necessary, but that doesn’t stop a greater purpose from being established.

There is another area that benefits from a very similar culture: football.

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In world football, we see teams made up of ambitious and talented players who give up higher salaries to achieve a non-financial goal, such as a title or recognition needed to defend their national team.

Even so, no one gives up receiving salaries on time plus awards for achievements. Meritocracy and ambition, the two pillars of a successful culture in football and in sales.

The Importance of Results Culture in Sales

How culture attracts talent

Analyzing the sports scene, we see how a culture of results helps your company to attract new talent.

When a team is recognized for its ambitious plan and has an ambitious plan to achieve outstanding results, it becomes a reference in the market.

After all, what young player wouldn’t want to go to Canters do Barcelona, ​​a club known for training good players and taking advantage of them in the main squad?

The same happened with José Moreno and Faberge’s.

The rivalry formed during the games between Real Madrid and Barcelona ended quickly, all because Moreno, who already has a solid record of good results, presented to Faberge’s a plan to win titles and restore relevance to his football, which had not been so well used in Bara.

How culture attracts talent

Another good example is Athletic Madrid, the third biggest club in Spain at the moment.

After good seasons, clashing with the two giants in the country, Athlete, as it is affectionately called by its fans, consolidated its brand.

With Diego Someone at the head of the technical staff, several rising players find in the team the opportunity to demonstrate their football in a big league and win important titles.

This kind of intelligence has been paying off for some years now, with an increasingly competitive team.

The same can happen in your company. You don’t have to be a national giant like Amber to attract ambitious young people.

If your sales team has a well-established results culture, it generates more money than the overwhelming majority, so it’s already an interesting reference for any good salesperson looking for an opportunity to earn more money while learning.

The other side of the coin: what can go wrong?

The biggest challenge for managers is precisely to balance how much the ambition of each salesperson can surface throughout the process.

The internal competition should be healthy. Allowing your team to eliminate cooperation is predatory and, in the end, ends up with various enmities, a bad climate and results in decreasing sales.

Besides, you start to depend on the top performers, after all they act in a selfish way, they don’t share their knowledge and, sooner or later, they receive a proposal from a great company, leaving their goal more and more distant.

At the other extreme are companies that err by placing too much emphasis on cooperation. The team ends up forming a kind of internal union, which continues to fight for a better situation, bonuses and more favorable commissions.

In the end, an accommodating team was formed. Nobody is concerned with sales results anymore and excuses are constant in everyday life.

As the whole team comes together, agreeing with the excuses and creating lies to justify their lack of commitment and results, the manager takes a long time to notice the situation and ends up acting too late.

Sometimes the whole team loses its job or just the management is changed. Just like a team that seeks to change coach even though the players are slacking off.

In both cases, both predatory competition and extreme accommodation, managers sought to get it right.

They just didn’t know how to create the right climate, balance the different variables to have a really positive culture.

And how to do this?

3 practices to establish a culture of sales results

In recent years, one of my biggest concerns when structuring sales teams was precisely to establish a solid sales results culture.

From my work at Samba Tech to our many clients here at Outbound Marketing, I had the opportunity to unite different teams around a common goal, leading to a pleasant and challenging routine.

Based on that, I want to share three practices that help me to have a really effective culture in the teams I manage:

1. Daily Meetings

One of the areas that I always wanted to specialize in, going beyond Marketing and Sales, was ProductUntil a short time before I had the opportunity to work directly in the area, I was already studying some basic concepts.

One of them, the Agile Management (Agile Management), included various product management methodologies or projects, but with a focus on agility.

It was reading more about the subject that I came across a practice that could work well for my Marketing and Sales team: the Daily Meetings, or daily meetings.

According to Scrum, mainly, the daily meeting is the easiest and fastest way to align all communication between the team, in addition to providing an overview for the project manager about the deliverables of each team member.

Applying to my sales team, we follow the rules below, for the best sales results:

  • Each has up to 3 minutes to speak;
  • Every salesperson must have the best sale of the day and the biggest failure;
  • At the end of the three minutes, each salesperson presents the results of the day (no justification or explanation, just the numbers);
  • Everyone remains standing during the meeting (discomfort speeds up the meeting, I assure you).

Daily Meetings

Daily Meetings

2. Constant Coaching

The coaching in sales is underestimated by most managers I know.

First, because most of them do not have the necessary metrics to assess the performance of each member of the team. In addition, the Brazilian sales culture, for some reason, leads directors to assume a quota together with the team.

With the burden of this responsibility, the consequent lack of time to gather the necessary metrics and goals that are always distant, the manager ends up becoming a premium seller, who takes care of more strategic accounts.

When you give up coaching, you don’t gradually evolve your team. The job of a manager should be to direct the training and qualification of each professional on the team, helping them to define which gaps in their skills should be addressed.

With the priorities defined, the manager helps with training and monitoring the employee’s improvement, indicating training that he can perform, supervising the execution and generating insights that help in rapid evolution.

If you still don’t apply coaching to your sales team, review your concepts and try to understand the benefits for your entire team.

3. Link bonuses and commissions to team goals

Finally, coaching well done and added to the daily meetings helps to create a friendly and constantly evolving atmosphere, but the main motivation of each salesperson is precisely the ambition: they want to see their sales results converted into money.

By setting only personal goals, you end up creating the so-called “Lone Wolves”, independent sellers who consider themselves self-sufficient.

They don’t worry about cooperating and start looking only at their own result. It’s self-centeredness that takes over the entire team little by little.

Therefore, each salesperson has their individual commission, which depends only on themselves, but the final bonus, the one that fills the eyes of the entire team, depends on the collective result.

That is, if only one salesperson beats all their goals, but the rest of the team doesn’t reach the company’s final revenue goal, no one gets the bonus.

This kind of situation bothers the most selfish sellers, after all they should be rewarded, right?

It’s meritocracy! And they are, but on a much smaller scale than they would be if they knew how to cooperate.

By definition, to work on my team, every professional needs to see themselves as they are:  part of the team. He can be an important player, like Messy is at Barcelona, ​​for example, but he still needs to understand that he needs to act collectively (giving assists too, not just scoring goals!).

These three practices, together, helped me to form teams focused on metrics and goals, motivated and, at the same time, able to cooperate internally.

However, one secret was missing:

Bonus: Recognition and Celebration

I believe that to really keep the team motivated, recognition and celebration are essential.

Recognizing, through the dissemination of metrics, that the team is doing a good job and what the highlights are helps in natural meritocracy.

Those at the top want to stay there and those who failed to stand out end up sweating twice as much to try to appear on the podium next time.

Furthermore, small celebrations make all the difference. One of the coolest practices we’ve had in this regard was setting up bells and gongs.

When a smaller sale was closed, we used the bell and celebrated for a few minutes!

When the gong rang, everyone knew that a big sale had been made and at least 5 minutes were of pure celebration in the office.

In addition, sponsored happy hours when the team hit the goals were frequent. Recognize your team’s good performance and keep it motivated for the next achievements!

With the practices I mentioned, the internal climate will certainly be a great reason for each of the salespeople to think about continuing with the company, after all, it continues to grow!