They are every sales manager’s dream; those laser-focused, self-motivated, high-initiative, high performing sales reps that drive substantial revenue for your team and make the sales manager look like a genius. However, these super-sellers can also create more than their share of challenges for sales managers. Super-sellers tend to be mavericks; over the years they have developed their own style and strategies, and - since these skills are obviously working very well for them – they tend to resist change and they don’t accept coaching very well. They are different breed of cat. They prefer to go it alone.
This might be just fine, except that for every one of these high performers on the team, there may be six or seven (or more) average or poor performers. The sales manager is charged with helping the rest of the team improve their productivity and effectiveness. However, when sales managers roll out new initiatives or strategies designed to help the team, high performers can be slow to adopt, which can cause pushback from others on the team (“Bob isn’t following the new sales process, so why should I have to do it?”).
The situation becomes even more challenging if the new process involves the deployment of a corporate wide system or initiative like a CRM, where the function of departments other than sales also relies on rapid adoption by all users. High performers often see little value in adopting CRM systems because they take time to learn, they intrude on the rep’s already busy schedule, and they seem to be mostly focused on sales accounting instead of driving revenue. High performers – even more than most sales reps - are concerned only about driving revenue, so they will simply ignore the system as long as they can. After all, they are driving plenty of revenue without such systems. However, once the rest of the team realizes “Bob” isn’t using the CRM, they will be slow to adopt as well, undermining the effectiveness of the system for the whole organization.
Also, in recent years, sales organizations have begun steadily moving away from traditional transactional selling, focusing instead on using a consultative process to sell business solutions. This evolution in sales philosophy can be tremendously disorienting, and Mavericks can either lead the effort in this transition or slow the entire process down.
So, what is the best way for sales managers to handle these very valuable but slightly eccentric resources? The most important thing to remember here is that high performing sales reps, like all sales reps, still need to be managed; they just need to be managed differently. They are already resourceful, self-motivated, hard-working, highly competitive, and not afraid of a challenge. These characteristics are generally in short supply, so it is definitely a luxury for a sales manager to have someone on the team he doesn’t have to constantly monitor and motivate.
However, what sets the high-performer apart from the typical sales rep is a rigorous, intensive focus on driving revenue, closing quota and shattering forecast numbers. They seem to thrive at the idea of working without a net, because that is where all the big money is and, more importantly, that is where they receive their personal motivation. It’s the thrill of the chase and the satisfaction they receive from winning that is often even more important than the compensation. So the question is, “What is the best way to motivate and work with mavericks?”
Start by asking questions and don’t use a command and control approach The sales manager should never assume that since the high-performing sales rep is far outstripping the rest of the team in revenue generation, this means that they are happy with their progress and aren’t interested in pushing the bar even higher. In fact, with this breed of sales rep, the opposite is likely to be true. With this in mind, the coaching process with a high-performing sales rep should start much the same as a coaching session with any other rep; the sales manager should ask this person to describe what their professional goals are, find out how the rep feels about their progress so far, and ask them to explain the main obstacles and challenges that are preventing them from achieving those goals. It is important to be a guide during this process, not an authority figure. Mavericks do not respond well to orders or exact direction. They need the flexibility to adapt their own style even more so than other sales reps. If you convince your maverick that you are interested in their well-being and performance to the point that you’re willing to guide them toward superior performance, the maverick will respond well. It is important to earn respect with mavericks, not to expect respect.
Herding cats: Dealing with the mavericks and high performers One you have established what the rep’s goals and challenges are, carefully go over with the rep the potential benefits they can receive from adopting the new ideas on the table. Yes, consultative solution selling may lengthen the sales cycle, but it also usually results in bigger deals that lead to longer, stronger customer relationships that make it easier to close even bigger deals next time. And yes, CRM systems take time to learn and leverage, but once you are over the learning curve the efficiencies and advantages provided by the CRM rapidly accelerate the sales process and help the sales rep manage a larger account base, drive more revenue and do it faster. It should be pointed out to the high-performing sales rep that, with his ability to stay focused and work harder than most other members of the team, he will realize even greater benefits from the CRM than most people. The most important thing to emphasize – the only thing to emphasize – is that these changes are going to result in the high-performing rep being able to perform at an even higher level than before.
Persuasive Communication After clearly laying out the benefits of the proposed changes, the sales manager will probably need to call upon their negotiating and selling skills. The high-performing rep is likely to remain skeptical of the sales manager’s glowing promises regarding the initiatives on the table. The sales manager will be wise to support these promises with as much hard data as possible, but in the end, the sales rep will probably not be satisfied with anything except the data they can generate from their own experience.
The Secret Sauce Here is the key. Mavericks nearly always respond well when offered the opportunity to lead. Introducing change always presents such opportunities. Enlisting a maverick into a change initiative by giving them the opportunity to help lead the rest of the team through the process is a proven and successful strategy. Rather than “telling” the maverick what they need to do, enlist their support as a change agent and role model for the rest of the team. Provide specific leadership challenges that are tied to the strategic initiatives. Provide them showcase opportunities in front of their peers and executives. Give them the chance to shine, and you will enlist a strong supporter that can help lead the rest of your sales team through nearly any transformation initiative.
Action Items: - Do you have one or more high-performing reps on your team? If so, sit down and talk with them right now about what their most important goals and most difficult challenges are.
- Work with them to create a plan to that will help them reach those goals, including an agreement for benchmarking and measuring success over a specific time frame.
- If you are planning on implementing any new strategies, initiatives and policies in the near future, schedule a meeting with these reps well in advance of the roll out, so you can prepare them for the change, get their feedback and suggestions, enlist their leadership and give them specific leadership opportunities prior to the launch to increase the potential for success.
Walter Rogers is the President and CEO of Baker Communications. Baker Communications is a sales training and development company specializing in helping client companies increase their sales and management effectiveness. He can be reached at 713-627-7700.
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