How to create good sales environment

The sales environment, like all aspects of the world around it, has changed drastically over time. Though these changes have occurred, selling, at its core, has basically not. Selling, distilled down to its core, can be described as the transference of value from one party to another. Furthermore, selling enables the influence of one person to affect another, ideally in a positive manner. Successful selling is quite dependent upon the mutual satisfaction of respective needs and desires, in a manner that all parties win.

Historically, salespeople are difficult to manage. The very qualities that combine to form a successful salesperson are the same traits that make us inherently difficult to manage. Superior, successful salespeople are independent, self-sustaining, self-directing, self-accountable, self-assured, and self-motivated. These traits are obviously self-evident. Wally Amos, of Famous Amos Cookies, once said the "motivation is an inside job." He meant that only an individual can truly motivate himself. So what is a sales manager to do?

The debate over what defines a superior sales manager has been ongoing for years. Despite many varying approaches, methodologies and ideals, I believe that every superior sales manager has at their core, the essence of a superior salesperson. They understand the strength and nature of self. They desire to transfer to their team what has worked so well for them.

My approach to managing salespeople is simple yet highly refined. It consists of three basic elements. Someone once told me that if your management plan is so complex that it cannot be fully explained on the back of a business card, its complexity will eventually ensure its failure. I fully subscribe to that notion. Simple is generally better. The following is my ordered, three-step approach to effective sales management:

The superior sales manager empowers his sales team by establishing support systems, training, communication tools, technical support, customer service, product specialists, leads, and a direct line of communication to their firms marketing group. The salespeople know that their manager "has their back" and is their interface to both management and/or ownership of their company. While cognizant of corporate policies and mandates, the superior sales manager purposefully goes to bat for his people. As a result, his salespeople feel empowered like they are ten feet tall and bullet-proof. Nothing will stand in their way.

The superior sales manager understands the "carrot and stick" principle. He understands rewards. He designs and implements a compensation plan that excites his salespeople. He crafts a unique recognition program. Recognition, earnings opportunities and increasing commissions are for what salespeople work. Establish quarterly events to recognize top performers. Make a big deal and show appreciation for a job well done. All salespeople need and want an occasional pat-on-the-back. Do it publicly!