Because clients' needs have become increasingly complex, most salespeople recognize that to meet those needs a team effort is required. Being able to gain access to team members, preparing with them, and performing in front of the client as an effective team are essential to meet clients' broader and more complex needs.
Usually, the sales team is comprised of a generalist supported by specialists. The role of the generalist, often a Relationship Manager, is to identify client needs and priorities and tap into the team to meet those needs. The big challenge for most teams is to function in a way that gives the client confidence not only in the generalists but in team members. Too often communications break down among team members, turf issues arise, and then everybody loses. But when a team looks and feels like a team to the client, everyone wins.
Here are some guidelines to help you perform as a high-performing team:
o Identifying Client and Team Member Needs
-- Meet to set your game plan
Generalist usually calls the meeting. Use the meeting to identify the client's needs, but also understand the needs of the team members and get their input so that there is agreement and buy-in among the team.
Specialists, for example, need to be brought in early and their input valued. The dialogue between the generalist and the specialist is as important as the dialogue with client and, like a client dialogue, it must be two ways.
o Prepare for the Client Meeting
-- Set the objective
-- Clarify roles
-- Agree on the agenda
-- Get committee to agree to the plan
o Agree on Team Communication Plan
-- Debrief Client Calls
-- Clarify how and when to communicate with one another
-- Commit to use CRM or whatever systems you have to keep everyone posted
o Prepare the client
-- The generalist can set the stage for the specialist(s) with the client by using their names, concisely describing their roles and experience, positioning their relationship with them, and describe how they have successfully worked together. By reassuring the client that he or she quarterbacks the team and that he or she will bring the best resources to bear to add value to the client, the specialist can increase the confidence of the client. As much as possible, generalists should make the introductions by phone or, better yet, in person.
o Build Relationships
-- Get to know team members personally
-- Share credit
It is increasingly difficult to differentiate products, but high-performance teams are rare. Without a doubt, strong teams mean bigger sales.
Learn more about Richardson by visiting our website (http://www.richardson.com).
About the Author
Linda Richardson is founder of Richardson (www.richardson.com), a leading sales training and consulting firm. She is a recognized leader in the sales training industry and is credited with the movement to consultative selling, which is the corner stone of Richardson's methodology. Ms. Richardson recently received a Lifetime Achievement Award for Excellence in Sales Training at The 2006 Selling Power Sales Excellence Awards
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