Increasing Team Efficiency
What makes a good manager?
For us, a good manager is someone who can set goals and achieve them. They work with an end vision and a strategy to reach their vision. They understand other people, know how to communicate with them, motivate them, and support them.
We work for companies, but we leave because of people. In today's increasingly competitive environment, good and loyal employees are worth their weight in gold, but they will stay with us and work efficiently only when they have a good boss.
Zbyszek is an experienced and ambitious sales manager. He has just changed his job. His new boss, knowing his abilities and skills, assigned him one of the more challenging sales departments in the company.
There are four people working in the department. Each of them achieves certain results, but the whole team looks rather weak compared to the rest of the company. It is also known for frequent tensions and conflicts.
Zbyszek has done great work before and believes he will meet the challenge again this time. After all, in his previous large companies, he was responsible for much larger sales departments and even managed sales groups of several dozen people. He considers his current position a bit of a demotion. However, if he can solve the problems in the department, he can count on a promotion to head of the entire department, as well as a raise as proposed by his boss
A month has passed since Zbyszek took over his new department, and he feels he already knows it well enough. To this day, he has no idea how to get out of the current situation. He has a team of four experienced salespeople who often cannot work together and lose clients. To this day, not all the reasons for this situation are known..
Darek, one of his salespeople, has been with the company the longest. He is very ambitious. Of the four, he is the one who most quickly and decisively takes on new challenges. If necessary, he will call the customer immediately and tell them about new products he has to offer. If they kick him out the door, he'll come back through the window. He is very dynamic, makes decisions quickly, and loves to be the best on the team. However, a significant group of clients has stopped answering his calls, and he finds it increasingly difficult to acquire new ones each year. Darek is an experienced and knowledgeable salesperson. He knows that if he wants results, he has to call and visit more and more clients. It has happened several times that he took clients away from his colleagues when he needed to meet his quarterly target. He doesn't like being called out for a mistake he made. He speaks briefly and to the point. He doesn't like to speculate and discuss problems with the team for too long (especially if they are conversations about his unsuccessful or incorrect decisions). He prefers his own simple solutions that lead him to the goal. That's why his colleagues in the company are not eager to help him with his problems.
Ireneusz is the youngest salesperson in Zbyszek's new team. He is full of enthusiasm and energy. He believes that everything can be done and easily bounces back after a setback. He easily makes new acquaintances and loves it when there is a lot going on in the office.
Stefan is the third salesman on Zbyszek's team. He has spent most of his professional life in sales and has been working for the company for 10 years. He often repeats, "Let's plan first." He handles sales plans well mainly because at the beginning of each year, he makes quarterly and monthly plans. He knows how many customers he needs to call and visit during the month to meet his part of the plan. Some say he is conservative because he likes to keep visiting the same companies and try to increase orders there instead of looking for new contacts. Stefan is liked by the company because he willingly shares his knowledge and likes to talk, although some say it is not a conversation but just chatter. However, young salespeople learn a lot from their contacts with Stefan. On the other hand, his problem is that he cannot make quick decisions. Each of his decisions must be carefully considered and analyzed, and then planned. This causes tension in the team because sometimes you have to quickly send an offer to a customer, and Stefan will sit there for two days repeatedly checking, calculating data, and selecting appropriate photos for the offer. It also happened a few times that he did not try to contact a new customer, claiming that "he knows that nothing will come of it anyway."
Celina is the last salesman in Zbyszek's new team. If something needs to be done accurately and checked 120%, then it is definitely her task. No incorrect offers or those with typos ever left her hand. Many customers appreciate Celina precisely because her calculations and delivery documents always match 100%. Thanks to this, customers can be sure that what they ordered will arrive at the agreed price, on the agreed day and at the agreed time. It has always been like this since Celina started working for the company, and she cannot imagine it being different. She completely does not understand how mistakes can be made in calculations and often argues with Irek about it. She is methodical and analytical. If she needs to conduct research on a new market, or find data about the competition or customers and prepare a report, she will do it best. The problem may be that her Excel analyzes have dozens of columns and rows, and the reports contain all the smallest details. This causes many people simply not wanting to read them. Her colleagues and some clients complain about the long time needed to receive calculations or an offer. What's the point of it being perfect if instead of receiving it in an hour, they will get it in three days. This is the reason for arguments with team colleagues, who often need data quickly, not necessarily a full 100% picture of the whole situation written in sub-points. Everyone knows that Celina always acts in accordance with the company's regulations and internal rules. If she does not have all the signatures on the document, she will not start the delivery, and sometimes the situation requires it, and the signature can be obtained tomorrow. "After all, everyone should trust each other," her colleagues tell her. "Rules are made to be followed," Celina replies.
Zbyszek learned that behavioral styles can be assessed, and furthermore, that by knowing the behavioral styles of salespeople and understanding what supportive and corrective actions to take, one can significantly increase sales effectiveness and management efficiency.
We can offer you an easy-to-implement and effective team management and sales effectiveness system. Participants in our training programs increase their sales results after just a few days of implementation of basic work methods.
How do we increase sales results through team management?
MaxieDISC Sales System - a system for quickly increasing sales
Developed for modern sales needs, the MaxieDISC Sales System is an advanced sales-increasing system. Proven effective with customers, it provides immediate increases in sales among salespeople who have motivation to sell and want to do so.
Its strength lies in recognizing the needs of customers based on their behavior. This allows salespeople to tailor offers to customers even when customers don't provide complete information. To accomplish this, we use a four-zone behavioral model and advanced psychological tools that we have simplified so that anyone can use them and apply them in sales. This is an advanced, proven, and effective system that anyone can use.
Proven, practical methods
Because we focus on sales, we only teach and practice methods that we know and have tested in sales. No theoretical, fanciful ideas. Strong and effective solutions that have been proven in dozens of large and very large companies from various industries such as Citi Handlowy, SKOK Stefczyka, Omega-Pilzno, Bialpak, Fanuc, Allcomp.
Deep knowledge from various disciplines
In our trainings, we use a very broad interdisciplinary knowledge. We combine sales knowledge with customer psychology models.
For our salespeople, the customer's attitude and needs are like an open book. By analyzing the voice, words, and behavior, they will learn about the customer even things that the customer will not tell them! In our sales workshops, salespeople learn to read customer needs: both those that are communicated and those that the customer is not even aware of!
Thanks to our workshops, salespeople reach customers and close sales in one contact, where they couldn't do it before!
Recent successes of our training participants:
- almost double the number of visited clients by a salesperson after 2 days of training,
- after 2 days of training - signing a long-term contract with a customer whom the salesperson had been trying to win for 2 years. Within 3 weeks, the customer placed 3 orders,
- acquiring an international client during a trade fair using one method developed in our workshop.
Are you a good manager?
Do you want to be even better?