Skip to main content
Sandler Training in Calgary | Calgary, AB

This website uses cookies to offer you a better browsing experience.
You can learn more by clicking here.

Hamish Knox

Around this time of year, buyers on a “use it or lose it” type budget tend to get itchy. The itch comes from having money left in their budget that they have no plan to spend this year, but they won’t get that money again next year if they don’t make a purchase before January 1.

It’s a special kind of sideways that a relationship between salesperson and sales manager goes. The blue skies and birdsongs that were there at the start quickly turn to darkness and decay as we watch our funnel and, potentially, one of our sales territories shrivel.

One of David Sandler’s rules is “people buy emotionally and justify their decisions intellectually,” which means that if our salespeople are tense, nervous or hold another negative emotion when they’re interacting with their prospects, they could end a sale before it begins by triggering tension in their prospect.

Text is a horrible way to conduct a sales conversation, which has a lot of nuance and emotion tied up in it. It can be a great way to start qualifying a prospect if our salesperson leverages that text-based communication into a voice-to-voice or face-to-face interaction.

The roots of conflict are in a clash of beliefs, values, goals or incentives.

When we get tired of hearing the same self-limiting beliefs from our salespeople to justify their lack of results, “no one buys in the summer,” we may react with a scripted, harsh message that makes us feel good in the moment but damages our relationship with our salesperson.

No one on our sales team wants to be perceived as a “pushy, aggressive salesperson,” which means they sometimes miss the moment to close or they sell past the close.

The idea of leaders being like parents, and their direct reports being like children, came up several times in recent conversation with leaders we work with. All of us agreed with that being complete nonsense if a leader wants to create a self-sufficient team.

Years ago, one of our clients almost, in their words, “were almost sued out of existence,” by a larger organization who they had partnered with on a project. The instigator for the potentially devastating lawsuit was misunderstanding of the word “liability.”

It’s easy to coach when we hear or experience one of our salespeople on a call or in a meeting with a client, like while we’re doing a “ride” along or listening to a recorded call for example. That being said, it’s simply impossible to sit in on every meeting or review every call for every one of our salespeople.

Our salespeople sell our services more often than their prospects attempt to buy services like ours (hopefully 😊) so we want our salespeople to own our process and increase their credibility.