How many times have you hired a new sales person and because he or she was experienced and successful somewhere else, they understand how to be successful in your organization? Moreover, did you take for granted that the new salesperson understood what was expected of them on the very first day they began with you? And unfortunately sometime later discovered they do not have your companys sales process, policies, procedures and prices well understood?

In many ways you vest authority to your salespeople to make instantaneous decisions when in the customer and prospect presence. Unless your salesperson is fully knowledgeable (and that means tested in some fashion) about how it is done in your company, predictably a few things will come unraveled.

Try this the next time you bring a new salesperson aboard; that is try the ball of string approach.

As you verify assigned minor goals and objectives are being completed, you can let a little string off the ball to see how the increased authority and responsibility is handled. Then, as more difficult objectives are completed you let a little more string out, giving a little more opportunity to demonstrate their grasp of your company. After successive measurement periods you will have an understanding of exactly what the new salespersons' capabilities are so far. Now you are in a position to identify what skill set, additional product or company knowledge is required for enhanced performance - or if corrective action needs to be taken.

Why do this? Coaching your salespeople to improved performance involves understanding any present competencies, as well as those areas that need shoring up and improvement. When you turn your new salespeople loose if you will, you will discover further along that what you had assumed at the start was most likely premature. They are not ready to be considered a full-fledged salesperson at least not yet in your organization. Assuming they are up to speed too soon probably will require you to intervene, or worse yet perform triage in rectifying scenarios created from lack of company policies, procedures, processes, practices and product knowledge. Also expect to receive phone calls from your prospects and customers asking you what is going on with your company anyway?

Try the ball of string technique the next time you select and hire any new salesperson. Letting a little string out as you go and as objectives are meet ensures you know where the new hire is in their understanding of your organization. Youll find you understand how well the basics are understood, as well as what you need to address with them so they continue to improve. Through continuous observation and coaching, you will always be able to judge what remains open for improvement; letting a little more string off the ball as you go.

And oh yes, lest we fail to mention, something for your own piece of mind.

Doing it this way will avoid being awake nights wondering when you personally must get involved in sweeping up the broken glass created by incorrect information about your companys sales process, policies, procedures and prices with your customers and internal support organization. Moreover, the last thing you want to deal with is an upset customer that is barraging you with complaints about the new salespersons' sales style.

Don McNamara

Since 1997 Don McNamara CMC, has brought a robust combination of capabilities and experiences to the practice of sales management consulting, training, coaching and professional speaking.

Prior to forming Heritage Associates, Inc. Don compiled over 30 years sales experience from the field level to executive sales management. In his career he has been an individual contributor, corporate sales training manager, regional manager, national sales manager and vice president of sales. During this span he recruited, hired, trained and supervised over 1,200 sales persons and their managers.

Regardless of capacity, product line or sales channel specified for the firms? he represented, he has improved sales a minimum of 25%. In one instance as a regional manager the team he assembled doubled sales from one year to the next. In another, he was recognized for the lowest cost of sales of any field manager. When he restaffed an entire sales organization within four months it resulted in them meeting their quota the very first quarter they were assembled.

Throughout his career, Don has consistently turned under performing teams into top performers in their companies.

While he has the background in the technical requirements of sales organizations, he has numerous years experience improving sales teams through the practical application of sound management and development principles.

He holds a Bachelor of Science in Business Administration from LeMoyne College (Syracuse, New York) and advanced studies from the University of California-Irvine Graduate School of Management in Managerial Effectiveness.

Don is a Certified Management Consultant (CMC) as a member of the Institute of Management Consultants where he is Professional Development Chair and past Vice President of Membership for the Southern California Chapter. He is also a member of the Professional Service Providers and a professional member of the National Speakers Association.