How to Have One on One Sales Meetings

Описание: It’s the single-most important thing you can do to become a successful sales manager. The problem is, no one tells you how to do it. Here’s a proven template for conducting effective one-on-one sales meetings with your individual team members.

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— How to Have One on One Sales Meetings—

It’s the single-most important thing you can do to become a successful sales manager. It’s the difference between consistently hitting goal and missing it every other month (or more). It’s the difference between building a team of strong, capable professionals, and the revolving door of sales reps most managers struggle with.

What is it? Conducting consistent, effective one-on-one sales meetings with individual team members.

The problem is, no one tells you how to have these meetings. They just insist that you do. Worse yet, no one really wants to have them either. A head of sales I worked with once said, “There are two kinds of people in a sales organization who hate having one-on-one’s. Sales managers and sales representatives.”

Guess what? That’s everybody!

The good news about having effective one-on-one sales meetings is this: they follow a simple structure that allows the meeting to flow from one item to the next. Here’s a proven template that’s I’ve followed hundreds, if not thousands of times:

First, talk about progress. Progress on what? Progress on a salesperson’s performance goals and process goals. That is, the number they’re being held accountable for hitting and how they’re going about hitting that number. This is much like setting a target marathon time, and then, from that target time, designing daily and weekly workouts.

The focus in this part of your one-one-one is on those weekly workouts and how daily activity is helping a salesperson make progress to their target time, monthly and yearly goals. In short, your focus here is on past performance.

Secondly, talk about plans. The focus in this part of the meeting is not on the past but the future. That is, given the progress they’ve made related to their goals, what are they going to do in the next few weeks to maintain that progress, or even expand on it?

Don’t let this part of the conversation become broad and generic. Drill down to specific, measurable steps of action to take in the immediate future to continue to grow. The running coach I hired to help me compete in a half-marathon was very, very clear about the distance and the times she wanted me to achieve in my tempo runs, intervals, and long run every week. When we coach our salespeople, we need to do the same.

Now your one-on-one shifts from the past and the future to the present, as in right now what problems are getting in your way and how are you doing personally? Find out what you can do to remove any obstacles that may exist in this person’s sales world and listen intently to what’s going on in this person’s personal world.

Progress, plans, problems, and how a rep is doing personally.

A slight variation of this order occurs when you have a salesperson who’s highly relational. He or she may not be able to discuss past progress or future plans until they’ve told you how they’re doing personally. If that’s the case—and in my experience about a third of the time it is—start with how they’re doing personally and then move to progress, plans, and problems.

I give this counsel with a warning, however. If you, too, are highly relational, and you start with how y’all are doing personally, it’s possible to spend 30 minutes talking about last week’s soccer match or an upcoming vacation and not progress, plans, and problems.