I find from working with sales managers, that often they complain about veteran salespeople who have peaked, their sales are flat year after year, except for inflation.
What to do, they ask?
Some just throw up their hands and say “I give up, this is how they are at this stage of their life.”
The good news is there are some things that you can do;
1. Review what happened during their peak performance years. Get them to describe what they did and ask them what is happening now? What is the difference? Often, during the review, I find that salespeople report things like “well, I was young & full of energy so I called on everyone… or I made lots of calls” …
2. I then review their current territory and customer list. I ask… “how have your customers evolved over the years? Who are the top customers?” Using the 80/20 rule I help them breakdown their territory looking at the 20% of customers that provide them with 80% of their income.
3. I then help them breakdown the remaining customers using the 80/20 rule again. This gives us two lists. Their top customers and their top customers with potential.
4. I ask next, “where will the future growth come from?”… and I ask, “looking at the two lists, who would they focus on? What does the report tell them about who deserves their future attention?” Usually this exercise helps them see that they have developed a certain expertise or following over the years. It also points easily to where they will find growth and new targets.
5. I help them make an action plan and have them list the help they would need to develop these markets and new targets.
6. I praise them and encourage the rest of the sales force to seek out their mentorship in these markets as long as the veteran in question has had a good attitude and good work habits. The praise and acknowledgements along with the mentoring assignments can give their self esteem a lift.
7. I have them give me the final plan for their projected growth and I work to remove all the obstacles, real or perceived, to help them achieve their goal.
8. I call a cross section of their customers and ask them for feedback. Sometimes veterans settle into behavior patterns that upset customers and they do not realize it. With some feedback, an adjustment can be made and return the veteran to growth again.
Give them time, help them hear and develop a new plan for growth in their own words. Then help them take ownership and work with them to re-enthuse them about their career.
Both of you will be glad you did.
How expensive is it to hire and train someone new?
The investment of time and energy in a veteran will pay off if you take responsibility for the results and stay with it.
Keep adjusting. Expect more from trained veterans and you will get it.
Good Selling,
Steve
