I often hear from fellow entrepreneurs in professional services that they have a hard time hiring the right sales team.  They will try all sorts of things. They will hire appointment setting agencies, send the team to sales training, find people who were successful in other industries, all manner of creative ideas. No matter what these organizations try, the owner still ends up the best salesperson.  Why does this happen?

Entrepreneur = Chief Contortionist

The ability to think on your feet is an important trait for any salesperson. In my career, all the best-dedicated sales team members would drive the ops team crazy. They would consistently sell things and make promises that were nearly impossible to deliver profitably.  It happens all the time. Systems and structures can easily be put in place to make sure things are sold profitably.  Even with these issues solved, the salesperson still can’t match the ability of the entrepreneur to sell.  The entrepreneur becomes their own limiting factor to business growth.  They must delegate the ability to create their own leads and close profitable deals.

Every business that grows and scales must have a business operating system that includes a way to build world-class sales teams.  If you don’t run a business operating system or one that helps you grow your sales, we suggest you start implementing one now.

Why do entrepreneurs have the ability to sell better than anyone they hire?

First, they have complete control over every aspect of the deal. From the sales and marketing pitch to pricing to delivery timelines. They own it all.  The entrepreneur can contort the business to fit the needs of the prospect on the fly.  That ability is not scalable. My coach, Dan Sullivan, defines marketing as bending yourself out of shape so you can work with people you don’t like.  Which, in essence, makes sales scalability a target market issue. If you don’t have a crystal clear target market and a method to filter prospects out, your salespeople will waste countless hours setting appointments with non-target market customers with no capability to bend the business to meet their needs.  This is what ultimately ends in the demise of your salespeople. Do them a favor and get totally clear on target market and give them a method to quickly separate the wheat from the chaff.

Get an Example Scorecard to Filter Out Your Ideal Clients

Stop contorting yourself to work with people you don’t like.  The mindset scorecard is a great way to qualify your clients so you can stop wasting your time with non-target market. Get Access Now!

The first step in delegating your sales is to create the avatar of your ideal customer. Second, create a scorecard that can pre-qualify prospects before you waste any time crafting proposals and building relationships.  This will save your salespeople 1,000 hours per year alone. Lastly, treat your sales people like entrepreneurs.

All Sales People Need The V/TO™

Aside from results only based compensation structures, each salesperson should have their own V/TO.  I was not able to delegate my sales duties until I offered equity options to the individual sales people.  My model was slightly different in that the sales people also owned the delivery of the services they sold.  They became mini entrepreneurs within my organization.  That may not be practical or desirable but there are many ways to accomplish the same effect.  If I had to do it over I would have done it differently.

All sales people need to have their own goals and be 100% accountable to the results if there is any hope of you delegating to them and hitting the overall organizational goals.  That’s why every salesperson should have their own VTO.  Treat them like entrepreneurs and chances are they will sell like one.

Here are the 8 areas that must be in place in order when delegating sales:

The EOS® Sales Department Checkup™

  1. A Sales Manager with one person accountable
  2. A clear marketing strategy, plan and materials
  3. A clear sales process
  4. A defined sales culture and approach
  5. A scorecard managing activity
  6. Right People, Right Seats
  7. Clear minimum standards
  8. Absolute consistency