Guidelines for Sales Staff Success

As the former sales manager for a major kitchen and bath distributorship, I can't brag that I picked only winners as sales personnel. No one in our industry, no matter how astute a judge of people and talent, is capable of that.

I can say with reasonable certainty, however, that I was able to identify and utilize some basic guidelines when it came to the recruiting and performance of sales personnel.

These basics, I believe, apply not only to sales personnel hiring decisions by distributors and "whotailers," but to personnel decisions involving kitchen and bath dealers, as well.

The first thing I think you have to ask yourself is, what's the key to sales success? From my observations over many years, I think the ability to communicate candidly with the customer is the single most vital attribute to success.

This should be kept in mind, of course, when recruiting, hiring and evaluating sales personnel. Similarly, it must be kept in mind as you take steps on a day-to-day basis, as a manager or business owner, to help your sales staff succeed.

Interview well
That said, what follows is a synopsis of the guidelines I used in the interviewing process.
l. Select for interviews, if possible, candidates that you know are highly respected by others in the industry. Keep in mind, however, that platitudes are often transparent and lack credibility so take what you hear from others with a grain of salt. But "qualifying" sales position candidates, whenever possible, can assure you of seeing only the best candidates around, and keeping wasted time to a minimum.

2. Personality is an important ingredient in the hiring process. If you feel uncomfortable during an interview with a candidate for a sales position, chances are this individual won't succeed because they won't relate well to your clientele, either.

It's important to remember, too, that your sales staff must ultimately relate well to their manager, as well as you their employer. A personality that's incompatible with those of others will create obstacles to cohesion. And without solid lines of communication, it's nearly impossible for any salesperson no matter how adept in other areas to contribute to the success of your business.

3. If your customers favorably rate your sales organization, you can anticipate referrals. Customers are unlikely to furnish a favorable reference if they encounter non-performing sales representatives.

Satisfaction and confidence in your sales staff are also essential elements to the long-term success of a dealership or distributorship. Of all the valued assets of a company in the kitchen and bath industry, a reputation for consistent performance is most important. Even your most difficult customer must be convinced beyond any doubt that you and your employees go all-out to assure a happy result for them as well as yourself.

A "referral" from a disenchanted customer is far more of a liability since it will inevitably go a whole lot further than even an enthusiastic endorsement by a satisfied client. Stated another way, "good will" is your company's most important asset. Never squander it.

4. You, as sales manager, must build the self esteem of your sales force. When one of their customers comments favorably on your rep's product knowledge and sales ability, pass the compliment on to the salesperson in question. This will serve as a morale booster and increase the same person's level of self-confidence.

5. Conduct brief sales meetings twice a week. Ask your sales personnel to critique each other's approaches to new accounts and to report on their results, whether they're favorable or unfavorable.