This is where the oft-used but highly relevant phrase "productivity" comes in. It is a notion that's synonymous with "sales" but is much wider than that. It translates into performance, efficiency, achievement, and progression. It's about being able to go faster and further. Being more competitive and aggressive in a productive sense doesn't just mean getting the job done - it means doing it in a way that makes the most of your resources, human and otherwise.






It's noteworthy though that sales is a more open field - that's why the word "expansive" describes discipline here. So, along these lines, it's critical and relevant to allow your sales team freedom of thought and action and empower them with the necessary skill and autonomy to enable them to achieve their goals. This autonomy could be nurtured by building a team culture that's:

  • 注重并支持成长型思维方式

  • 促进内部和跨部门的有效沟通

  • 在允许意外发生方面有点灵活--但以具体的、可操作的反馈来跟踪它们

  • 不断寻找新的方法来改善销售过程

  • 拥抱合作伙伴的观点

  • 培养对创新和新颖事物的热爱


A lack of discipline and the absence of accountability will produce a team that's short-sighted, uninspiring, and ineffective. In the world of sales, these are some of the main causes of poor morale. But they're not all. For example, in the current context, scenarios like "conducting frequent, non-actionable meetings" or "not compensating enough for a job well done" can have a detrimental effect on morale and, ultimately, productivity.


  • 使沟通个性化。 通过详细谈论严重的挑战来使会议个性化,关注项目的直接要求,并概述每个销售人员的具体作用。毕竟,当销售团队不知道如何处理一个项目时,你不能指望他们不绕弯子。

  • 要诚实和透明。 没有不诚实的领导者的位置。如果你做得不好,承认并解释其中的原因。如果你犯了一个错误,承认它并承担相应的责任。要求你的团队也这样做。

  • 建立一种透明和信任的感觉。 通过鼓励成员之间的互动来加强团队。让他们走出自己的孤岛:要求看他们的报告,让他们尝尝其他团队的滋味--诸如此类的事情。

  • 保持团队的团结。 即使个人的表现充其量只能算得上是半成品,但在一起,他们仍然可以成为一股不可忽视的统一力量。

  • 奖励和表彰。 花时间承认你的团队成员的成就。这将帮助他们感觉到他们掌握着自己的成功。但与此同时,要保持认可的公平性--不要偏颇和有偏见。

  • 适当的补偿。 保持报酬计划的清晰、透明和可信,以激励即使是最慵懒的销售团队成员。在一天结束时,不可否认的是,你是在为结果付费--而不是为他们日常工作的努力程度付费。


It's quite common to see when a "Gold rush" salesperson says that this month they will sell for millions, but the result is deplorable at the end of the month. Sadly, this trend also spreads to the customer-side interaction. For instance, customers often complain about how salespeople over-promised whereas the product or the service was not that great. This results in negative feedback and churn.



But here's what actually happens. They set, or should I say, "overpromise" the results and fail to give concrete directions to the sales team. I remember an instance when this salesperson onboarded the team, scheduled a meeting, started with the great hook of the financial outcomes expected, and immediately after that asked - "So, how do you think we can do that?" Now, this person has burdened and confused people working for them and overpromised to the people in more strategic positions. The result if the plan doesn't work? Depleted credibility from the top and sales team, a drop in productivity and a sense of demoralisation, a drop in customer-side service levels, a drop in revenue. Do you see how big this disease can be?


  • 从销售过程审计开始。 对你现有的销售过程进行一次审查。然后,找出你做得好的地方,你可以改进的地方,以及缺少的地方。

  • 展望日报。 避免建立一个不接受和鼓励淘金的文化的最好方法之一是保持你的勘探领先。把你自己放在那里,与人们见面,并与他们建立直呼其名的关系。让销售人员对他们的行为负责,并确保他们能够履行他们的承诺。

  • 建立问责制。 在你的团队中建立一个基于结案数量、产生的线索的质量和数量以及实现目标的能力的问责制度。

  • 理解你的潜在客户的需求。 无论你的产品或服务的需求量有多大,当你接到一个电话时,要明白他们为什么要给你打电话。

  • 培训销售团队向消费者提供洞察力。 与其只是推送产品,不如教你的销售人员提供解决消费者问题的见解。提供关于了解消费者、购买模式和消费者需求的培训。培训他们如何提出问题,深入挖掘消费者的动机和需求。

  • 重复最佳做法。 再次,创建一个有效的销售流程的最重要部分是需要不断地改进它。你不会一开始就使用所有的最佳做法,所以你需要做的是在你进行的过程中进行监测和调整。




How to treat this? Employ a monitoring solution. Take the cue from Hawthorne's experiments - there's an increase in performance "of individuals who are noticed, watched, and paid attention to by researchers or supervisors."





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