For sales managers, sales team manoeuvrability is one of the most critical factors in sales success. It means the difference between what they ask from their team and what they get in return. There is a quite number of sales managers who are not aware that they have little control over the steering of their sales team. When they are so busy tackling operational and domestic issues, sales teams are left by themselves free-roaming on the sales field. Some managers can not do any impact or on the contrary harm the ongoing sales operations even though they press so hard on the team.

Sales managers should consider the effectiveness of their steering of sales teams’ actions. To fine-tune and increase their capability of sales team manoeuvrability, I can offer four tips down below:

Nail one by one

Without succeeding in establishing one behavioural change, do not jump to another one. The fastest route to fail in sales turnaround projects is to open multi-fronts on several subjects. You can work on several sales issues simultaneously, but when you take a step in the action zone it is better to proceed one by one. Unless you ensure your sales team is acting as you want them to do, do not ask them for another change.

Ensure there is a running sales process

A sales process that your team is following is your strongest tool to steer the team. If you lack one, you have absolutely no control over the sales team. Having a sales process on paper does not help. Utilise CRM programmes to enhance your team’s rating for following the sales process.

Make critical steps binding

If you declare some actions, such as filling a form, assessing a probability, and getting some information as a prerequisite to proceed with the sales process, the team will have to act accordingly. But you can not exploit this option for every action you want them to take. Just make sure these obligatory steps are well-chosen to ensure other critical actions need to be done before.

Abolish ineffective actions

Sometimes, the newly added actions or behavioural changes in the team do not bring the value you expected. You have to take your sales team’s opinions on the effectiveness of these new actions and consider if they are viable. You do not want to exceed your sales team’s capacity on the actions they should take. That is why optimising the sales team’s workload is a good idea to ensure they are creating value.

Always be checking

Even if you manage to expand a behavioural change to the whole team, this does not mean they will stick to it forever. I can confidently underline the fact that if any action taken by the team is not causing any effect, unchecked and receiving no feedback, they will quit doing it. So, as a sales manager, you should regularly be checking the accuracy of the required action and show the team that you are on the watch, not just checking if it is done or not, but also giving feedback on their actions.