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Trustpoint Management Group-TX, LLC | Addison, TX

Karl Graf

Membership has its privileges and clients are “members” of your firm. No they aren’t part of the organization but they have partnered in using your service. So what privileges do they get access to?

The internal revolution that delivers a predictable, rapid growth curve requires a scalable sales team. This revolution always starts with the sales leader; it is always launched, modeled, promoted and defended by that leader, in close collaboration with the senior leadership of the company; and it always expands outward.

When I discuss the opportunities that cross-promoting varied product and services that a single firm offers, most professionals are quick to latch on to the profit potential. While that’s certainly true and a desired outcome, there is a subtler and potentially more important result, client engagement.

Most sales leaders cannot personally deliver all the necessary training to their sales team. There is simply to wide an array of skillsets that a sales leader typically does not have the time and/or expertise to be an instructor for everything. You likely have other people doing training for your organization but, ultimately, you are still responsible for your team.

 

The STORY:
“You can’t expect me to pay,” said Harvey, an on-again, off-again customer, “full-counter price. I’ve brought a lot of business in here for you guys over the years. That should add up. By the way, I only deal with Cathy. Where is she?”

If you are a leader in your organization, it’s a pretty good bet that you count on the members of, say, your accounting team to use the same terms and the same methodologies when they are collaborating to complete their work.

Companies often take on “great” initiatives only to find out that they never conferred with the right groups, never informed the right people, and end up delivering something lackluster or pointless. Worse yet, they never actually knew that they were off track until the project was complete.

What do we do when we approach an intersection and see the light turn yellow? For most of us the answer is SPEED UP. Get through the light and on to our destination. Truth be told, the reasonable thing to do is apply the brake.

As sales leaders, we need to accept that we will ultimately be judged on our ability to hire and retain people who are both willing and able to do the job of selling. If either of those elements is missing in a sales hire that happens on our watch, we’re not doing our job.

Recent studies show that the average cost of a mis-hire for a sales position is five times their annual salary. Can your organization afford that risk?