I am often asked just what it is that makes a highly successful and effective sales team — what differentiates them from an average one? Actually, the answer is simpler than you might imagine — all roads lead back to the leader.
The role of a sales leader is to translate the organisation’s vision, mission and values into a meaningful context that sales teams can relate to and feel excited by. If this is achieved, then the sales leader will have created a sales team with a shared mental model. This transforms an ordinary sales team into a high-performing one.
From Concepts to reality
For clarity, a brief description of the terms:
- An organisation’s vision is a guiding image of success formed in terms of a huge goal. It is a description in words that conjures up a picture of the organisation’s destination. A compelling vision will stretch expectations, aspirations, and performance. Without that powerful, attractive, valuable vision, why bother?
- A mission statement communicates the essence of an organisation to its stakeholders and customers, and failure to clearly state and communicate an organisation’s mission can have harmful consequences around its purpose. As Lewis Caroll, through the words of the Cheshire Cat in Alice in Wonderland says, “If you don’t know where you’re going, it doesn’t matter which way you go.”
- Guiding principles are the consequence of a mission statement and are intended to inform or shape all subsequent decision-making, which also provides normative criteria allowing policy-makers to accept, reject or modify policy interventions and activities. They are a guiding set of ideas that are articulated, understood and supported by the organisation’s workforce.
- Values are beliefs which the organisation’s workforce hold in common and endeavour to put into practice. The values guide their performance and the decisions that are taken. Ideally, an individual’s personal values will align with the spoken and unspoken values of the organisation. By developing a written statement of the values of the organisation, individuals have a chance to contribute to the articulation of these values, as well as to evaluate how well their personal values and motivation match those of the organisation.
The “Human Capital Development Model,” created by Krauthammer International, is a logical process that can take top management concepts, and translate them into a context that has real meaning for staff at all levels.
Big Picture Thinking
The key to bringing this model to life is to answer the following questions:
- Does my team understand the organisation’s vision and how their role moves the organisation closer to achieving it?
- How can my sales team translate the organisation’s mission into one that is relevant to them?
- How do the organisation’s guiding principles impact on the day-to-day responsibilities of sales people?
- Which of the organisation’s values do my sales team relate to?
- How can we interpret these values so they become compelling for each sales person?
An effective sales team understands the big picture and the context of their team’s work to the greatest degree possible. That includes understanding the relevance of their job and how it impacts the effectiveness of others and the overall team effort.
Too often, sales people are asked to work on an activity without being told how their role contributes to the organisation’s vision, much less how their efforts are impacting the ability of others to do their work. Understanding the organisation’s vision promotes collaboration, increases commitment and improves quality.
An effective team works collaboratively and with a keen awareness of interdependency. Collaboration and a solid sense of interdependency in a team will defuse blaming behaviour and stimulate opportunities for learning and improvement.
Without this sense of interdependency in responsibility and reward, blaming behaviours can occur which will quickly erode team effectiveness and morale. •
