Use an assessment tool to obtain objective information—rather than gut feel—about personal selling beliefs that could possibly be sabotaging performance. Any one of these beliefs—talking about money, the need for approval, emotional involvement and a non-supportive buying cycle—may derail a salesperson’s success. The sales leader needs to be certain they’re targeting for maximum impact.

The system should parallel the salesperson’s personal plan and goals. It should include clear milestones in the sales cycle, common language embedded in the sales culture, joint sales calls and post-call analysis & feedback.

The metrics and ratios in each step of the sales process are useful in determining which step(s) the salesperson is stumbling over. These metrics include: how many dials convert to conversations with the decision-maker; how many conversations to land an appointment; how many appointments before a proposal is presented; how many proposals turn into revenue. Keep results in front of salespeople to help them visualize their progress—post a graphic & email it to salespeople weekly.

Define a baseline expectation—a break-even point—and a brass-ring goal—what it takes to be recognized as outstanding. Brass-ring performance should translate into additional growth opportunities, an accelerated compensation plan, and other company perks. An accurate understanding of activity and results expectations helps sales people focus their efforts.

Learn what your sales people’s dreams and aspirations are and then help them develop a game plan to achieve them. Since no one wakes up and asks how they can help the company make record profits this year, find out what drives them—financing college educations, paying bills, buying a vacation home, planning a vacation, or donating to favorite charity.

View motivation as a way to help your salespeople get what they want. Because they appreciate your support, they are more committed to helping you and your company reach their goals. In other words, when you help others get what they want, you get what you want.

This could be the root cause of lack of desire or unconditional commitment, especially when it comes to tackling new assignments or learning new behaviors that will enable success. Begin to help your sales people build and document their "need to excel" through a progression of discussions with them in which you:

• Identify their gifts, talents, passions, etc.
• Identify where they want to be in 3-5 years and 5-10 years
• Identify annual goals that will help them achieve their vision
• Break those annual goals into 30, 90 and 180 day goals
• Translate goals into monthly, weekly and daily activity plans

This technique is essential if a sales person truly needs more time to develop their long-term personal goals and dreams. Find out if personal and/or team recognition, results, team accomplishments or amount of work trip their trigger. No matter what motivator(s) you focus on, make sure your management system supports activity and behavior levels that deliver desired results.

Dissect each activity with salespeople to identify weaknesses, and help them overcome them. Weekly plan & review meetings, focused training, and peer mentoring are effective ways that not only teach, but also reinforce.

It’s not just what you say, but how you say it. Become familiar with each salesperson’s communication style, and learn to communicate in a way that resonates with each individual. Lee Iacocca says it best: “Communication is everything.” You may be the boss, but people respond to those who they relate to.

Do results, control, being involved, recognition, security and stability, accuracy, or order energize them?
Understanding these motivators will provide a framework for communicating in a manner that will make the person feel most receptive.

Values are hidden motivators—why people behave the way they do—because they are not easily identified from behavior. There are special assessments that illuminate an individual’s attitudes. Without knowing their workplace motivators, it’s like driving in the fog-you can see, just not very clearly.

Over 70% of salespeople, according to research done by Objective Management Group, have difficulty recovering from rejection. In order to inspire them to work outside their comfort zone, help them celebrate their no’s. After all, a no early in the selling cycle can ultimately prevent wasted time and a bloated pipeline.