Last week, I met a salesperson who told me she’d just turned down a new employment offer that would have increased her total comp by 35% – guaranteed. Wow. That’s a lot of money to leave on the table and I needed to know how she came to the decision to stay put. If it’s not just about the money, what else really matters? What other factors might cause a salesperson to say, “Thanks, but no thanks” to highly enticing offers? It’s important for CEO’s and sales leaders to know, because replacing a salesperson is expensive, time consuming, and creates vulnerability to competition in that territory.
Here’s what her current company provides that she values more deeply than the huge monetary increase, and against which she didn’t trust the new company to measure up.
Clear Strategy. The company knows and well-articulates for its employees:
- Business goals
- Market strategy
- Ideal customers
- Value proposition to those customers
There is no confusion, no mixed messages, no “stabbing in the dark.” The same clarity is found in their marketing messages to the customer.
Support Systems. She has a sales manager who coaches her to success and sales support personnel that allow her more time for selling and less time for administrative & operational chores. There is also a proven sales process in place plus a CRM that’s easy to use and kept her organized.
Highly Functioning Culture. The CEO truly cares about communication, integrity, teamwork and trust. Gossip and back-whispering are not tolerated. Poor performers, in any department, are removed instead of being allowed to stick around and bring down the team. They celebrate success and when there is failure, they learn and solve vs. blame.
Autonomy. Her bar is set high and she knows exactly what’s expected of her. It frees her to manage her accounts and make decisions without constantly having to ask permission. She meets regularly with her manager to strategize and problem-solve, but she never feels like he’s micro-managing.
Excellent Customer Care. She never worries if the company will let her customer down after she made a sale. Their processes are so tight that she has total confidence in service delivery. If there’s a screw up, it will be fixed immediately, sometimes before the customer even knows about it, and she won’t find herself the last to know.
Respect & Recognition. The sales team is regarded highly throughout the organization. The CEO knows that without customers there is no company and recognizes the sales rep position as one of the hardest in the firm. Reps that make outstanding contributions are publicly thanked and often rewarded with a token of appreciation beyond their commission.
Each of these seems so obvious. Yet for too many companies, the opposite conditions are more likely true. It’s worth an honest step back to examine one’s organization through this salesperson’s lens and ask, “If she worked for me, would she have stayed or taken the new job? Could we retain our top performers in the face of a 35% pay increase?”
Yes, my interview is a sample of one. But I’ll bet it’s a darn good one. These are six keys to salesperson retention that aren’t found in the paycheck. And the exciting part is that these six keys make for an overall healthy company.
As always, please post a comment, thought or suggestion so we all can learn.