Talent, Training, and Tactics: Leveraging the 3 Ts of Successful Selling
 
As a sales manager, you have a million plates spinning. That chaos provides the adrenaline rush you need to be productive, but it can prevent you from investing in the most important aspect of your job: the long-term growth of your team.
 
Harvard Business Review says the sales industry sees a pretty consistent turnover rate — up to 30 percent of sales employees annually — and it's due, in part, to subpar talent.
 
Without a strong team, you'll struggle to meet and exceed revenue goals. That means more uncomfortable meetings about missed sales numbers, both with your team and your leaders.
 
The key to building a high-performing team while still hitting regular numbers is to focus on the three Ts: talent, training, and tactics. Alone, each of these areas can boost sales; together, they form the core of a team that consistently hits targets and drives revenue.
 
Here, we’ll examine each of the three Ts and outline why they’re important, what they’re made of, and how to make the most of them:
 
1. Talent
 
Not all salespeople are created equally — their talent, that is. Not everyone is born a sales superstar, and part of that has to do with the tasks you're hiring him or her for. Does the task fit what he or she does best?
 
Think of the situation in terms of athletes: A football player can be just as talented as a baseball player, but if you’re building a baseball team, it's a baseball player that you need. Make sure when choosing talent that you're attracting the type that's right for what your brand is uniquely trying to pull off.
 
And according to Harvard Business Review, "The first step in smart hiring and productivity is understanding the relevant sales tasks in your market and strategy and then reflecting those tasks in hiring criteria and a disciplined hiring process."
 
Revisit your interview strategy to identify which decisions lead to better hires. Don’t stick to descriptive talent interview processes; insist on a valid talent interview built on predictive models. What space in your company lacks strong salespeople? What do you look for in a high performer, relative to your needs?
 
Tailor your interview questions appropriately, but don’t be afraid to dig a little deeper for specific examples when candidates offer up suggested talents.
 
2. Training
 
According to a recent study, the caliber of a sales team in the business-to-business space is considered the No. 1 factor for encouraging a prospect's decision to buy. And the only way to reach such a star status is — must it be said? — to train your staff accordingly.
 
Sales training should not end at the sign-in sheet during orientation. Use the metrics you collect throughout the year to provide individualized feedback, and design training around that.
 
Getting to know associates (in essence, learning what makes them tick) can aid in your training and personalized managerial style. All new hires are equipped with their own set of skills and personality, which means they'll require different types of coaching.
 
Another successful training measure is pairing a new employee with a mentor. This person would ideally show your new associate the ropes and provide sage advice only a veteran at your company would have.
 
Beyond that, set expectations of your new sales employees — make sure they're solely focused on one prime activity for their first quarter at the company. Highlight a set number of prospects, appointments, and analyses needed, too.
 
Also, analyze your reports to identify the biggest hurdles for individuals and your team at large. Where are sales stalling? What sales tactics could be more successful? Investing in a sales diagnostic program to identify these pain points is necessary to truly drive sales performance. Analyze your data by using programs like ToutApp or Groove to make it a little easier.
 
Other training methods to consider are investing in an e-training program (one that will get the whole sales team on the same page if everyone completes it); install a buddy system so newbies can shadow the sales veterans; and brush up on helpful content pertaining to your pain points.
 
And remember: Motivational "in the trenches" speeches only go so far. Don’t leave your team members amped to improve with no path to follow; be quick to give specific feedback so they can learn in the moment. Keep the feedback positive — not even the best salespeople can keep a positive attitude in the face of constant criticism.
 
3. Tactics
 
Your salespeople operate within the confines of your tactics. If you have talented, well-trained people but don’t position them to succeed, your numbers will not reflect their abilities.
 
Don’t train for one thing while measuring something else. For example, if you spend a week coaching your salespeople to uncover client needs and grade them based on deals closed that month, you won’t know whether your training affected their results. Instead, in this scenario, grade them based on how many discovery meetings they held with clients, and discuss the results of those meetings together.
 
Also, consider your strategy: This is all you do prior to engaging a client — your “durable methods of winning.” This includes values as well as selection (and retention) of your staff, activities, lead generation, planning, and more. The bottom line: An agile sales team remains disciplined, which means its tactics support its strategy.
Be sure to keep your tactics consistent so your team members can build upon their existing work. You want all tactics to reflect your overall sales strategy; make sure your team is aware of this.
 
Empower your team by implementing and reviewing tactical decisions at regular intervals. Every year, schedule time to meet with the team off-site for a few days of analysis and planning. Every quarter, spend a day off-site — or at least in a private room together — to compare goals to execution. When your team fails to meet goals, adjust and revisit them next quarter.
Your team has the potential; it’s up to you to unlock it. Use the three Ts to guide your management strategy and increase performance across the board.
 
Matt Sunshine is a managing partner for The Center for Sales Strategy and LeadG2, a company that specializes in improving sales performance and lead generation. Previously, Matt also worked as the center’s executive vice president and a senior consultant. Matt has more than 20 years of experience in sales and media relations.