Adding everyone to Slack or another chat platform so that announcing something like “Hey, this new CRM filter combination is generating some fire leads!” is as easy as, well, typing it.
Second, create contests that promote collaboration. You don’t want finance directors email lists reps hoarding their knowledge. Try running contests where the team works collectively, not individually.
Third, focus on the quality of ideas, not their sources. Let’s say your SDR has a brilliant suggestion. Give it a try! Don’t shoot them down because they’re new or inexperienced.
Maybe your salesperson criticized the new conversation track. As long as they made good points and expressed them respectfully, you should view their contribution as productive. You never want people to be afraid to speak up – that’s how bad ideas survive.
Fifth, reward knowledge sharing. Consider giving points for contributing information. For example, if an AE comes up with a new strategy that makes prospects 40% less likely to cancel their demo at the last minute, they could earn a $250 monthly “Innovation Bonus.”
Build trust and rapport.
Reps rarely thrive in an environment without trust, and it’s up to sales managers to establish it. There are three main steps to making this happen:
Accept and incorporate feedback.
A great manager listens to their reps and, more importantly, reacts to their feedback. Are they frustrated with the way training is currently delivered? A good manager tries to find a better format.
Do they want less interference with their deals? A good manager takes a step back, within reason. Would they like more transparency with senior management? A good manager works to provide that.
Even if sales managers can't keep track of everything, showing effort will earn them a lot of trust.
Don't micromanage.
Building trust is a two-way street. If you can show your team that you trust them, they'll be willing to reciprocate. Unless a specific rep is struggling and needs more attention, sales managers should avoid micromanaging.
allowing reps to work from where they're most successful rather than requiring them to be in the office, and not asking them to spend valuable hours filling out meaningless reports.
Keep your word.
When you, as a manager, commit to doing something, always keep your word. Reliability is a pillar of trust, and once your reps know you're trustworthy, they'll become more loyal.
It's easy to follow up on the bigger promises you make, like "I'll take everyone out for a steak dinner at Harry's if everyone shows up to the weekly sales meeting for the entire month."
But you can't forget about the smaller ones, like "I'll send you my feedback tomorrow night" or "I'll put in a request for new presentation software this afternoon."
These are just as important and contribute equally to the sales manager’s trustworthy reputation.
Share a common vision.
Salespeople look for a bigger reason to show up and work hard every day beyond just making money. While a common vision isn’t a prerequisite for success, it keeps reps motivated when times are tough and encourages them to work together.
The mission should be specific and unique. For example, it could be “Become the most successful team within the company” or “improve retention by X percentage.”
If possible, it should be measurable so everyone knows where they stand. You also want a vision that excites the team, so consider including them in the planning process.
