Selling As A Team

When we think of team selling, we imagine a room with the buyers on one side of the table and we are lined up on the other.  There is another type of team selling and that is taking place before we get anywhere near the client.  It might be working together as a Sales Mastermind panel to brainstorm potential clients to target or strategising campaigns or plotting the approach to adopt with a buyer.  Salespeople earn their remuneration through a combination of base salary and commission or bonus in Japan.  There are very few jobs here in sales, which are 100% commission, simply because salespeople don’t have to accept that model.  There is always a demand here for salespeople and in fact the declining population is keeping a lot of dud salespeople afloat.

Given there is not much 100% commission selling going on, there is also not so much salesperson competition going on with each other.  There is competition, but the losers usually don’t get fired, as they might in some Western business environments.  So the opportunity is there to collaborate more on approaches to the client and generating more business.  What often happens though is, salespeople tend to operate from within their own little castles.  They have their moat around their existing clients, which they serve and they spend their time trying to find new clients by themselves.  They may have sales managers, but in these modern times, sales managers are expected to produce revenues as well.  That means there isn't a lot of coaching going on.

If we have one person looking at the client through the prism of their own experience, things get a bit thin quickly, if that person doesn’t have such a wealth of experience.  It would be more logical to gather a team of salespeople together and look at the best approach for that client, rather than relying on the best efforts of a single person.  But we don’t do this very often.  This tends to be because of a territorial concept, where each salesperson has their clients and they should take care of them, without wasting anyone’s time, especially when they are getting paid a commission or a bonus, for the sale.

This does make sense at one level, but we are missing out on the sum of the parts being able to exceed the whole here.  This is often a culture issue within sales teams.  If you run things with tight individual accountability, it is hard to get other salespeople to assist a colleague.  As leaders we need to establish a framework for teamwork even in a commission based world of focused individual benefit.  The money getting paid out doesn’t change, but the time becomes the sticking point.  How do we get salespeople to spend time to help others be more successful?

One way to do this it to treat a particular client as a project and pull in other salespeople to work on the best approach. Once the salesperson in question has spoken with the client, then we need to gather the Sales Mastermind together again and brainstorm what would be the ideal solution.  This should be one of the tasks for the sales manager, but often they are swamped with their own clients and trying to keep the whole sales team coordinated and moving forward.  Breaking out time for one-on-one discussions may simply not be happening and the salespeople are often left to their own devices.

When we approach this on the project level, the time required becomes contained and less oppressive for the other salespeople.  It is also a case of quid pro quo too, because it will be their turn to benefit next time, from having more heads than one tackling client problems and helping match the best solutions.  This is where the sales manager can play a role in setting up the project teams and monitoring progress. 

It is good for the salespeople because one day they will become sales managers and will need to introduce similar systems into their own teams.  Funnily enough, we often have the experience of learning a lot ourselves, when we are working on someone else’s problem.  We can be too close to our own issues and be blind to aspects which could have an important bearing, but we cannot see the wood for the trees.  Somehow looking at another’s problem brings clarity for us about our own contemplations.

There are many benefits to using Sales Masterminds from within the team, working together for the best outcomes for the client.  There is an education process going on both up and down the scale of experience, as we all come away from the process that little better educated in our craft.