Are your weekly sales meetings building your team, your credibility, and your company’s sales or are they destroying morale, motivation, and undermining your authority?  Unfortunately most sales meeting do far more harm than good to the sales team, the sales leader, and the company.

They don’t have to.  In fact, regular (regular does not necessarily mean weekly) sales meetings can be the backbone of creating a thriving, high production sales team.  Most often, however, they are the ruination of the sales team.

Weekly sales meetings have killed more manager authority and respect than probably any other activity a manager engages in with the possible exception of the ride along.  They have also driven a great number of high performers to the competition, one of which may be my client Richard who is one of the top 5 sellers in his company’s 300 member sales force.

Sales people generally hate this weekly meandering through sales meeting hell and the accompanying glimpse into the hollow caverns of the sales management brain in stupefying inaction.

Why?  I believe there are four primary reasons sales meetings are such a waste of time and effort:

1.   No purpose.  A great many sales meetings are held for no other reason other that it’s Monday (or Friday, or Thursday, or whatever day of the week they are normally held on).  Consequently, the meeting is destined to be a time waster.  One time wasting meeting is bad enough, but I know of some companies who have three or even five of these meetings every week (often these multi-meeting companies are seeking to keep control of their salespeople).

2.  No preparation.  Whomever is in charge of the meeting (generally the immediate manager of the assembled team) has invested not a single minute in preparing for the meeting.  As they’re sitting down for the meeting, they take out a pen and jot down two or three things to talk about.  Again, it is the perfect setting for a waste of time.

3.  Too many tangents.  Without having prepared for the meeting and knowing exactly what to deal with, it is easy for the manager to veer off onto tangents that ultimately have nothing to do with anything. Yet another factor that guarantees the meeting will be useless.

4.   A haven of negativity.  Especially during times like the present when business is tough, an unprepared manager tends to focus on trying to cajole numbers out of his or her team.  People are put up for ridicule in front of their peers because of poor numbers, they are forced to justify their performance, and the rest sit in silence, knowing their turn is next once the manager has finished “coaching” their current prey.   Now not only is the meeting a waste of time, it is a real morale killer too.

Great, so sales meetings suck.  Everyone already knows that.  What can managers do to make sales meetings valuable?  I’ve found four simple rules seem to work very, very well:

1.  No purpose, no meeting.  Only hold meetings when there is a REASON to hold a meeting.  That may be once a month, once every two weeks, once a week, or as needed.  The company no longer paying for coffee is not a reason for a meeting; that’s a memo.  Reviewing the pre-call planning steps is a reason for a meeting.

2.  No preparation, no meeting.  If for any reason the person managing the meeting has not had time to thoroughly prepare, the meeting is canceled.  There is no excuse for wasting the team member’s time because the manager didn’t get their job done.

3.   A sales meeting is not the place for individual coaching.  A sales meeting is a group activity.  Address the group’s needs and issues, not individual salespeople’s.  There is no excuse for denigrating anyone in front of the group or for wasting the group’s time for individual coaching.  Each team member should have coaching time scheduled outside the sales meeting.  The rule is, if a meeting degenerates into individual coaching, the team members are free to leave (note, however, that answering a specific issue a team member has with the subject matter being discussed is not individual coaching).

4.   Set a time limit, stick to it.  Salespeople need to be selling, not attending meetings.  Under normal circumstances, sales meetings should be kept to an hour or less.  Only under extraordinary circumstances should a meeting exceed an hour.

Your sales meetings should concentrate on helping team members sell.  Reviewing market conditions; presenting new products or services; reviewing sales skills such as prospecting, making presentations, asking questions, pre-call planning, and the other aspects of selling and the sales process; role playing activities; and other core content should be the heart of the meeting.  Seller recognition and reinforcement should also be an integral aspect of your meetings.  Leave the meeting on a high note, not a downer.  Housekeeping notes and announcements should be kept at a minimum—discarded completely and put into memos if at all possible.

Meetings are important, but too many meetings or too much wasted time turns what could be a valuable tool into a wrecking ball plowing through your team, leaving lifeless, dispirited bodies in its wake.  If your meetings are unorganized, are designed to do little more than keep control of your salespeople, or drag on incessantly, you’re killing your team, not building it.

Turn your sales meetings into real strengths, not team killers–both you and your team members will be glad you did—and within short order you’ll actually see some smiles and enthusiasm Monday morning instead of the deadwood that drags itself into the meeting room.

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This article originally appeared in the Sales and Sales Management Blog on February 4, 2014.

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Hiring a sales staff for your small business comes with the responsibility to provide effective sales management.  While many small to medium business entrepreneurs are also good sales people, not every SMB owner has a natural talent for managing a sales team. Here are some of the most common sales management blunders and how you can avoid them.

Mixing Recognition with Coaching.  One common sales management blunder is to congratulate your sales force for a job well done and quickly move to areas of improvement. This tactic can often be interpreted by sales staff as a lack of appreciation. A best practice is to separate the recognition from the coaching. Save the performance improvement areas for coaching sessions. Set up separate recognition of your sales rep success even if it’s a small celebration. It’s the little gestures of respect and celebrations of achievement which gain the hearts and minds of the sales force.

No Sales Plan.  Another common sales management blunder is: not developing a sales plan to help manage the sales team.  A successful sales team requires regular planning tracking, and review to achieve their targeted results. Every sales representative requires their own action plan to direct day-to-day activities and set up accountabilities.

All sales plans have at least three requirements:

·         Sales Rep Development: Where most plans fail is they are developed by the sales manager not the sales rep. To ensure a high level of plan acceptance, have the rep develop the plan and guide them toward the right objectives.

·         Regular Reporting: Sales plans should be established on a weekly basis to provide flexibility in the planning cycle. Reviewing can take place on a monthly basis. Sales management excellence involves reviewing the results against the plan to determine missed opportunities and areas for improvement.

·         Sales Metrics: A successful sales plan focuses on results and activities. Establish the proper sales metrics to drive your business results. Metrics can include: number of client phone calls, number of contacts, appointments set, appointments conducted and sales closed. Do not overwhelm your sales staff with excessive tracking numbers. Focus on the few measures that matter the most to your business.

No Sales Support.  A common sales management blunder is to hire a sales person without providing them with the level of support required to succeed. Even if your new rep is well-versed in your industry and a top performer, they will still require help to familiarize themselves with your company, products, and markets.

Not all sales reps require the same level of support. For many small business owners, a hands-off approach to sales management is not the best strategy. Successful sales management requires a commitment to sales force training. Regardless of the size of your firm, an investment in sales training and support can pay big dividends on profitability. Spending the time one-on-one and in the field with your sales team will not only provide support but convey a sense of the importance of sales people in your organization.

Focus on Control Sales Management.  Many new and unsuccessful sales managers will focus on the traditional sales management by intimidation or control approach. The top sales performers know they have a valuable skill set and will quickly walk to a competitor if treated poorly. Sales management is a partnership between the sales rep and the sales manager. Effective sales management requires sharing in the responsibility to find the problems and bottlenecks in your sales process. Seek the solution together with your reps. Be a champion for helping them achieve their agreed results.

Lacking Sales Accountability.  There will be times when sales reps fail regardless of the support and training they receive. It is easy to pass off the lack of results to external forces such as competitors, the economy, or poor marketing. Remember the sales rep was hired to bring in sales. When support, training, and market potential are available, a lack of results often means it’s the rep’s performance.

A lack of performance can be traced back to your sales management program. If your small business lacks a clear policy of sales accountability, it remains your responsibility to implement the process. Creating a culture of sales accountability will not happen overnight. Expect to lose sales staff.  A Sales person who has underperformed and will not accept personal responsibility for their own results will leave. This is a good thing. A sales accountability culture only accepts top performers – which is exactly what your business needs to survive in a competitive market.

Growing a small business is hard work. The sales management function is often overlooked by small business owners. Spending the necessary time wearing your sales manager hat will help foster a rewarding culture and build a successful sales team to boost your business to new levels.

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