In this episode, we’re once again consulting the latest Media Sales Report by The Center for Sales Strategy.
Today, we’re asking the question, “Why are so many media sales managers lacking superstar talent?”
Joining Matt to answer that question and more is the amazing Beth Sunshine, SVP/Talent Services here at CSS and the head of Up Your Culture, a division of CSS focusing on company culture and employee engagement.
Beth provides such valuable insights like:
- How, contrary to popular belief, it’s not poor performers but average performers that weigh an organization down.
- Why managers can’t nurture their superstar talents by “coaching from the locker room.”
- And, finally, how if a seller has unrealized talent, the right mix of training and feedback can help transform them into a genuine superstar.
How to Spot Superstar Talent During the Hiring Process
Matt kicks off the conversation by highlighting a concerning statistic from The 5th Annual Media Sales Report: 75% of sales managers don't consider the majority of their teams to be superstars. “What do you make of that?” he asks.
“First of all, sales superstars are not easy to find,” Beth says. “I mean, the average person is just not born and built for sales. So, when you study those who are great at it, the best of the best, you find that they have a handful of behaviors where they have a ton of intensity, and most people just don’t have those.
“That said, this is a tough job market right now. Recruitment is hard...and the best hiring managers follow a highly structured process.
“They use a validated talent assessment built specifically for sales so that they have the advantage they need to spot superstar potential. I don’t think managers are trying not to hire people who can be superstars, I just think there are a lot more misses than there are hits.
Is It Talent That is Missing or Skills?
“What advice would you give to someone leading a team that was seriously lacking in superstar talent?” Matt asks.
“First, I would want to make sure that it’s really talent the team is missing and not skills,” Beth says. “Because there’s a really big difference between talent and skills.”
“I would spend time with their talent assessments. I’d make sure that I’m crystal clear on their strengths and weaknesses so you know what you’re actually dealing with.
“Then, I’d make sure that I’m putting my people in the right position to maximize their strengths and that I have workarounds in place to minimize their weaknesses.
“I’d make sure I know how my people are wired, and then I’d make sure they have the training and the ongoing coaching that they need to achieve their best performance.”
“Talent is just raw potential. Just because someone has that, doesn’t mean they they’ve been trained or coached to use it most effectively.”
Sales Managers Don’t Have Many Superstars, But They Don’t Have Many Underperformers Either
“If you dig a little deeper,” Matt says. “Nearly half of managers (46%) say that less than 20% of their sales teams are underperforming.
“Managers are finding themselves in a situation where they don’t have superstars, but they don’t have that many underperforming. So, what can a manager start doing to help those average performers evolve into superstars?”
“You’ve probably heard this term before,” Beth says. “‘Good is the enemy of great.’ And it’s true. It’s really easy to spot a poor performer. It’s the average performers, it’s those who fly under the radar, that can really hurt an organization.
“Often when I ask managers to grade their sellers and tell me how many A, B, and C players they have, for most, the fewest number are A players. So, that’s really the conversation opener for me. And my question to them is, ‘Why can’t they all be A players?’
“The answer is, ‘you can.’ It’s a full-time job, but you can. So, to answer your question...I’d say, first and foremost, they have to make sure they have the potential to be superstars in the first place. If they have the potential for excellence, they should invest in them.
What does that investment look like?
- Make Sure Sellers Know Their Strengths: “We give our clients a tool called ‘The Top Talent Report.’ It’s a great conversation starter. Have your new employee read through their strengths and recommend strategies they can use to maximize them.
- Provide Top-Notch Training: “Obviously, they need to have the knowledge and skills necessary for success. Make it your full-time job to arm them. Support them, give them clear expectations so that they know what they’re shooting for, and recognize their good work often.
- Spend Time with Them in the Field: “I could preach about this all day, but spend time with them in the field so you can be their eyes and ears. Just like a football coach can’t coach from the locker room, sales managers have to see their players in action.”
Three Tips for Giving Feedback More Regularly
“55% of managers feel as though they don’t spend enough time each week coaching members of their sales team,” Matt says. “And 44% of salespeople say they don’t receive feedback on their talents on a regular basis.
“What are some actionable things managers can do to ensure that feedback is happening on a regular basis?”
“Well, first, I’d say that you have to make this a priority,” Beth says. “And that sounds like such a no-brainer, but it’s true.
“As a manager, you’re rarely going to find yourself with nothing to do and then just happen to discover that it’s a great time to coach your seller. Those moments rarely happen organically.
“So, I would start by putting coaching on your calendar.”
“And then, also, for coaching and feedback to work, the seller has to have really clear expectations. They need to know what success looks like, what you’re looking like exactly, so they can target that.
“Also, I’ll give you three tips:
1. Don’t wait for a specific outcome to happen before you give feedback: “You don’t wait for a baby to successfully walk across the floor to tell them that they did a good job. Instead, you notice every little action that leads to them walking across the floor. That extends to sales management. If you wait until they make the sale, you’ve missed the opportunity. Give feedback on daily activities along the way.
2. Be as specific as possible: “‘Great presentation’ or ‘great proposal’ are never going to grow anyone. Instead, you want to tell them what you liked. What about their presentation was strong? What about that proposal should it the replicated again? When you tell someone what they’re doing right, they’re able to repeat those positive behaviors and get better and better.
3. Feedback is best when it’s given at a high ratio: “We say five to one, positive to negative feedback. That has to happen. That’s necessary for growth, but it lands so much better and leads to bigger improvements if you’re really heavy-handed with the positive feedback.”
“Yeah,” Matt says. “We need to tell them what they’re doing right.”
