Brian Tracy University: Seven More Steps to Management Mastery
September 30, 2008
By Brian Tracy
The one constant factor in sales management is change: continuous, never-ending, unavoidable and unexpected. You must be prepared to react and respond effectively to all events, especially when they aren't favorable.
Back in the January/February issue of S&MM, I discussed the seven C's—proven thinking tools for achieving sales management success. Here are seven R's you can use to get the most out of yourself and your team:
I. Resistance. Whenever you are not achieving your goals, no matter how hard you work, be prepared to call a "time out" and take a fresh look at what you are doing. Sustained resistance to your efforts often indicates that a change of plans, priorities or prices is required.
II. Reevaluate. Sometimes, one small, unexpected change in your company or the marketplace can cause you to miss your sales targets. Take a cold, hard look at the seven P's of the marketing mix: product/service, price, promotion, place, packaging, positioning and people. Ask yourself if any of these have changed or need to be changed.
III. Reorganize. In times of turbulence, you must be prepared to reorganize your business and activities regularly. You may need to put greater emphasis on the sales of particular products or services, or on the penetration of particular markets or customers. You may also need to reorganize your sales force.
IV. Restructure. Apply the 80/20 Rule to everything you do. Continually ask yourself and your team, "What are the 20% of our activities that account for 80% of our sales? Who are the 20% of our customers that account for 80% of our sales volume? Who are the 20% of my salespeople who bring in 80% of the sales results? What are the 20% of my own activities that account for 80% of the value of everything I do?"
V. Reengineer. The entire process of reengineering is focused on simplifying the processes involved in doing business so they can be streamlined. Look for ways to consolidate two or more jobs. Find ways to eliminate useless or unnecessary steps that may have crept into the sales management process.
When IBM ran into trouble back in 1990, Lou Gerstner, the new president, commissioned a study to find out why sales had declined so precipitously. The answer: Sales managers and reps alike had been saddled with piles of paperwork that had to be filled out daily. Gerstner put a stop to that. He assigned the paperwork to sales assistants and got his people back out into the field. Within 12 months, IBM was on the road to recovery.
VI. Reinvention. Be prepared to step back from your sales management activities and look at everything that you are doing through fresh eyes. Imagine that you have been called in as a consultant to evaluate the organization and activities of your sales force. What would your recommendations be?
VII. Regain control. Once you have conducted a straightforward analysis of your current situation, asking yourself the "brutal questions" that uncover both weaknesses and opportunities, you are ready to go on the sales offensive.
When you continually hold up your sales organization and evaluate it against the seven R's, you become a better and better thinker. Getting better and better results is the natural consequence.
Sales & Marketing Management Magazine
This article is brought to you by Sales & Marketing Management, the leading authority for executives in the sales and marketing field.
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