The sins that we will discuss include;

Hiring the Wrong Salespeople
Many sales managers, either under pres­sure or in desperation to fill a posi­tion, will plug in any warm body that can walk and talk at the same time and then despair when the person doesn’t work out. Remember, not everyone is suited for sales, or perhaps they are but are not suited for selling your solutions. We’ll explore;

• Why personality assessments are essential;
• Why you should not ask HR to help you;
• Why a great job description is a must.

Designing the Wrong Compensation Plan
Developing a compensation plan can be a nightmare. But designing and implanting a poor one is an even bigger nightmare. Finding out which plan best suits your situation will be a time consuming effort. Here we will present some strategies to shorten the chore, including;

• Commission only plans – Beware!;
• How much is too much;
• When to pay.

Holding Boring Sales Meetings
Good coaches know the value of a well-executed pre-game locker room speech that gets the team focused on the immediate job at hand. Likewise, your sales meetings can have the same effect of getting your sales team aimed in the right direction for success. The problem is that most sales managers use this time to go through everyone’s individual results. Now is not the time for that. This meeting should be inspire and rally the team. We’ll focus on;

• How to actively engage everyone;
• Getting reps to run meetings;
• Inviting customers to liven things up.

Not Holding Sales People Accountable
We’ll look at how to structure and hold an effective one-on-one sales review, ideally delivered at least every other week. The sales review is designed to focus on the sales person’s recently results – good or bad, and what they plan on doing in the week, or weeks ahead. This is the time when managers can reward solid performances to date, or when to make sure that corrective action is taken before it’s too late. We’ll look at;

• Holding tough discussions;
• Building a repeatable structure;
• Sticking to the 25 minute rule.

Failing to Build and Maintain Morale
Here you will learn what motivates and what doesn’t, and what you can do to create a positive atmosphere for your sales people to thrive in. We’ll also look specifically at the problem sales person, the challenges they bring to the table, and what you can do to minimize or eliminate them (the problems…not the sales person…most of the time!). We’ll discuss;

• Why sales people don’t do things;
• When good people go bad;
• Dealing with burnout.

As the President of SalesForce Training, in addition to ensuring that the qualities of effective training and development are imparted to each client, Mark is responsible for the company’s growth strategy, which entails attracting top line sales management consultants and trainers by enabling them to provide the highest level of professional sales training and support to their clients. Mark’s extensive sales background spans almost twenty years, holding positions of increasing responsibility and scope, from Territory Sales representative to country Vice President. Mark’s experience includes roles with Pepsi, Global Payments, CIBC Visa, National Bank MasterCard, American Express and Rewards Network.

His primary area of focus with all SalesForce clients is in ensuring that they realize their full investment in sales training by encouraging real behavioral change among the participants. He recognized, through years of attending sales courses, that all too often, while much of the content was valuable and/or interesting, precious little time and effort was spent on helping the sales people to transfer the newly learned behaviors into the field. To that end, Mark brings a wide body of knowledge in the field of Transfer of Training methodologies, having conducted an intensive array of research on the subject while completing his MBA. Mark also holds a Bachelor of Science degree in Statistics and a Bachelor of Commerce (Hons) degree in Actuarial Mathematics.