The global economy is being hit hard by the measures taken to combat the "corona virus". It is difficult to estimate at the moment how long it will last, but it is a certainty that it will end.

The consequences of the necessary measures will also be felt within your company. Watching helplessly is not an option, so what can you do to ensure that we get off to a flying start. "Every disadvantage has it's advantage". These are the legendary words of a legendary footballer, but true. In this blog I would like to take you through a number of tips for your sales organization; so we can quickly get sales back on track. But first, a few examples of why you should activate your sales team today.

A well-known and successful disability insurer adheres to the so-called 'eight weeks principle'; If an employee is in danger of being absent for more than eight weeks, an intensive program is immediately drawn up to get him fit for work again as quickly as possible. Experience shows that after eight weeks the 'drive' to get back to work diminishes very quickly.

Ankie van Grunsven's horse must be trained daily or kept moving using a walker or walking around on a leash. The same reason applies here too; If the horse stands still for too long, he 'forgets' his routine and Ankie and her staff have a lot of extra work to get him back into shape.

Football players have a maximum summer holiday of three to four weeks. The most important reason; too much rest has a negative effect and increases the risk of injuries later in the season.

What about the 'sales climber', the employee who has to ensure that sales are made and that orders flow in. Not every sales employee is identical, but generically you can say that they benefit most from a clear structure, clear targets and KPIs. Also consider concrete agreements about reporting, visit frequencies, etc. And of course a nice car, salary and bonuses.

And what is currently happening? All those things suddenly disappear. There is no longer any structure, customers can no longer be visited, targets are not achieved, and bonuses seem infinitely far away. Well, what else is there to report? In short, they sit 'unemployed' at home, do their administration, wait and slowly but surely fall into 'hibernation'. While spring has just arrived. 

With the result; think of the disabled employee, my Ankie's horse and the football player. As a manager, you have to put a lot of extra energy into getting the man or woman back into top shape.

However, things can also be done differently and you can use this period to make a flying start and take a decisive lead over the competition.

What do you need to do to make that happen?

1. Be 'visible': Now it is the job of the real manager to take the lead in putting forward activities and ideas for the period during and after the crisis, while demonstrating drive and decisiveness. He or she, together with the team, must be the 'face' and 'voice' of the organization.

2. Be understanding: The manager must understand the emotions in the immediate environment and communicate understandingly, clearly and powerfully.

3. Rely on the strength of your own company: It is important to rely on your own strength, especially during this period. One's own strength can also be innovation; think of things that are simple, cost little and yet yield maximum returns.

4. Stay positive: It is crucial for your internal and external stakeholders that you as a manager offer perspective and remain positive. It must be clear that the organization is working hard on solutions and sees opportunities.

5. Show the challenges you face: Showing your 'challenges' is not a weakness, but a strength. If the end of the crisis is not yet in sight, it is better to communicate transparently. Vulnerability and emotion are characteristics of our times and belong in the reflection on the current crisis.

6. Pay attention to organizational dynamics: As a manager, when managing the crisis, you will have to pay attention to the organization's natural reflex to the crisis. Every organization (culture) is different. The dynamics that arise from this during the crisis are therefore very important. This does not mean that you should take it for granted. On the contrary, and certainly not if it appears to stand in the way of an effective solution to the crisis.

7. Ensure 'open' communication: Managers should use an 'open' communication style. This includes, for example: listening to the immediate environment, using a constructive and encouraging tone and being 'open' and available for response and feedback.

8. Nurture your sales team: The manager cannot do it all alone. When taking advantage of the opportunities, he is largely dependent on the efforts of the sales team in the organization. It is therefore important to pay attention to this and to build a real community with everyone in the organization who is involved in the sales process. The sales team will need to be facilitated during a crisis.

9. Facilitate your sales team: Develop activities that ensure that your sales people are activated:

• Organize Webinars.
• Organize digital meetings. With ZOOM or TEAMS there are many possibilities and challenge your employees to think about alternatives. Sales people will often not move on their own, but if they get a 'trigger' they can be motivated very well.
• Encourage them to take action, for example by instructing them to call customers and have them report on the effect during the daily digital meeting.
• Organize a digital telephone acquisition day with a closing virtual drink.
• Challenge them to identify and approach their 25 most important prospects; there is a good chance that that important potential customer is also at home waiting for things to happen.
• Help them with marketing activities and instruct them to take care of the follow-up; they really have time for that now.
• Offer them training if they find it difficult to call prospects or customers. Kenneth Smit is perfectly capable of training your employees via Webinars and supporting them with online tools.

10. Stay calm and be yourself: At a time like this, it is crucial that the manager remains calm and, of course, above all, is himself. Of course it is important to keep an eye on ideal examples such as that of football coach Dick Advocaat. He has proven to be a perfect crisis manager. Practice shows that authenticity in a manager's actions in particular benefits his or her credibility.

Finally, a crisis like this never comes at the right time, but I would like to echo the words of Charles Darwin:  

“They are not the strongest species that survive, nor are they the most intelligent. It is the kind that responds best to change.”

Author

Pieter Willemse
Trainer Coach at Kenneth Smit
p.willemse@kennethsmit.com
06-51589627

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