The Exceptional Sales Manager | "Sales Manager" Archive

Acknowledge effort

by Robert King
for Virginia Business
March 2006

Last month, we quickly took a look at the importance of being specific in your feedback with your salespeople. This month we turn our attention to how you can engage your salespeople.

A quick story.

Recently, I was working as a sales consultant for a mid-size company. We were examining sales strategies and processes to determine the best way to launch a business product in a relatively new market. In response to a brainstorming dialogue, I created an elaborate spreadsheet with pertinent information. (I know that it was "pertinent" because it was an extension of our exact conversation.) Working after hours and finishing around 11 pm, I e-mailed the document to the business owners for their review. In response, I got nothing. No return e-mail. No "Good job." No "Thank you." No "Nice work, King." No…Nothing.

This scenario reminded me that one of the easiest ways to assail your people's enthusiasm or confidence is to overlook their effort. Why do you think your people are working so hard? Sure, most people want to do a good job. They want to succeed at what they do and they want to be recognized for it. Additionally, many folks work to impress their managers. They strive to bring value to a team. They desire to contribute a new idea, a new process, or a new solution that will make a difference to the division or to the company.

Salespeople, and other employees, are starving for reassurance, acceptance, approval, and for some, even applause. Not to make a dime-store psychological examination of the salesperson, but we are inherently insecure and we mask our insecurity with an air of confidence that sometimes escalates into an expression of arrogance. Because of our inherent insecurities, we not only seek but also respond to feedback, encouragement, gratitude and even public adulation.

Every ounce of energy put toward the success of your team, division or company by your teammates should be acknowledged. I'm not suggesting a ticker-tape parade when employees turn in their expense reports on time; but a sincere "thank you" said around the time of effort can go a long way to building their confidence and help them buy-in to the company's goals. Count how many times you have given a sincere thank you to the people on your sales squad in the past day, week or month.

I use the word "sincere" on purpose. Sarcastic remarks can be devastating. Think how you feel when you make every effort to present an outstanding solution to a company problem, and the guys (or gals) upstairs make no particular comment about your ideas. Worse, what about the times they have taken shots at your efforts in "jest"? Sarcasm should neither be a management technique nor a leadership strategy. Over the long run, it does not endear you to your team. It ultimately shows favoritism, corrodes morale and fosters resentment.

Back to my earlier analogy: Many of you would say, "Robert, you were hired to do a job. Why should they thank you for doing that job?" Or, you might say, "I hired my people to do a job. Now I'm supposed to thank them for what they should already be doing?" Exactly. People don't leave jobs, they leave people…usually managers…usually sales managers. It costs you three times a person's salary when you hire the wrong person. How much do you think it costs you when you lose good people; employees that probably would not have been lost if they had only felt appreciated?

This is a tough pill to swallow and frankly a foreign concept to many. Try it. Find a way to give at least one sincere "Thank you" to each person under your direct influence. Not only will it affect them, it will have an effect on you.

Would you like to keep your best people and nurture your up-and-comers? The Exceptional Sales Manager takes the time and makes the choice to sincerely recognize effort.

Robert King is president of The King Consortium, founder of Executive Exchange and author of "Are You An Exceptional Salesperson?" He lives in Midlothian with his wife and two sons. To learn more about The King Consortium, visit: www.thekingconsortium.com.