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When a technical expert (e.g. lawyer, management consultant, human capital consultant, accountant, IT consultant) is promoted into a leadership role, it is likely they will also inherit a portfolio of client accounts they need to grow and be given targets to find new clients. This is often the first time they have been assigned targets and been in a sales role.
As a leader of a sales team you want to maximise the performance of your team to deliver your sales target. In a world where salespeople may only spend one-third of their time on selling, it’s no wonder that nearly 60% expect to fall short of their quotas*. So, what can you do to help your salespeople to identify what they need to do differently?
A well run 360 feedback survey can produce many benefits for both companies and more importantly, individuals. Not only does a robust 360 feedback process identify an individual’s strengths and weaknesses, but it also helps to develop their self-awareness.
But what about from a sales lens? How can the use of 360 feedback truly help improve the performance of your sales team?
According to a recent YouGov survey, 51% of people in the UK believe that Britons’ ability to sense, understand and share the feelings of others has declined over the last 12 months. This is particularly interesting as it comes at a time when appreciation of the importance of soft skills in leadership is rising among businesses.
In short it is about motivation, not ability. I’m going to make this really personal. My first ‘real’ job was a sales role. I was attracted to a career in sales at the time because my house mate who had graduated a year before me had embarked upon his own sales career and was enjoying all the trappings of success; a flash company car, full Sky Sports package and no concerns when it came to paying for our regular Sunday evening Domino’s pizza.
When you began your career in professional services did you ever think you’d end up in sales? Probably not. Maybe you still don’t. However, in most consultancies once you reach the level of Partner you are given a formal sales target to achieve. Welcome to sales!
Jo is a technically brilliant accountant who has worked hard to climb her way up to the upper echelons within a large management consultancy firm. Along with her strong technical skills, Jo has always been great with clients, providing an efficient, flexible and supportive service, building relationships based on trust, and providing insight and advice that really adds value. Jo has just been promoted to Partner and she is delighted – with one exception: It’s the first time that Jo has been given a sales target to meet. Jo does not see herself as a salesperson. She knows she is great at what she does, but now she is also expected to bring in significant amounts of business and will be judged accordingly.