One common misconception is that good salespeople are born, not made, which is simply not the case. Of course, some people are better at selling than others — watching people failing as well as succeeding is why we all tune into the BBC's hit show The Apprentice — but even those with aptitude will benefit from training and development.

But all too often the training provided is wasted. Millions of pounds are spent each year by companies with the best intentions to invest in their staff, and yet only a fraction of what is taught has any beneficial effect on sales teams. It is extremely rare that anyone actually measures the impact of the training and holds the training company accountable some months down the line. Are the methodologies that were taught being implemented? Has management adapted to the retrained sales team's new needs? And the obvious but all too overlooked bottom line — has the sales performance improved?

Key to answering yes to these questions is the creation of a culture of encouragement and continual improvement in staff performance. The only way to achieve this positive change is for management to have continual and objective assessments of their sales teams. This need for objectivity applies not only to training but to recruiting too.

For example, when a sales director 'goes with his gut' and selects the candidate who most impressed at interview, the process immediately loses any element of critical objectivity — and the potential for a poor hire is increased. But if a company uses benchmarks to assess the potential of new recruits, sales directors can understand and compare the potential strengths and weaknesses of any candidates before job offers are made. Subjective opinion will inevitably play some part in the recruitment process — we are all human, after all — and there are times when a face just fits. But unless that opinion is underpinned by a comprehensive, objective assessment of the applicant's suitability and their skills across the sales performance spectrum, the choice is based on guesswork. However, if a company is clear on what factors make for successful salespeople in their market, that knowledge can be applied critically, enabling them to recruit to an objective benchmark.

Yet it is not enough to spot deficiencies and weaknesses. To get the best out of a sales force, management needs to win their hearts and minds. If they are unable to do this, the members of the team will not change their behaviour, they will not buy into the development programme and just days after training has ended they will revert to their old ways. In other words, it will have been a total waste of resources.





Top tips for motivating your sales force



l Use objective assessment to awaken personal ambition. For example, you could say: "These statistics show what you have already achieved. We will deliver you a detailed personal development plan so that you can achieve even more." This tailored approach eliminates wasted effort and targets weak areas of performance.



l Work with the sales manager. Show him/her the sales team's capability and supply statistical evidence that can be used to challenge his/her salespeople. This way management develop in line with their team.



l Listen carefully and confidentially to each salesperson. By giving the salespeople the opportunity to voice their opinions and make an active contribution to improving their professional environment you will gain their confidence — and their commitment.