Is there trust?
All of the above is about addressing practical issues and blocks. But if sales people don’t trust the vision, their new colleagues or the ability of the company to deliver… you’ll hit a performance wall, potentially exacerbated by sales people leaving.
- Ensure sales managers are having regular 1-2-1s and conversations with their team members and are actively exploring their attitude and how they feel about the new company. Explore the barriers in detail. Managers should take on board and feed up genuine and legitimate concerns. They also need to coach and reinforce the new expectations so that sales reps understand this is the new reality.
- Provide structured opportunities for sales teams to get to know each other. Break down barriers caused by having different offices or different line managers. Hold joint sales meetings – in person or via web – but make sure that individual team members interact so they get to demonstrate their knowledge and build credibility with their peers.
- Find and nurture some champions. There will always be some sales people who buy into the M&A faster than others and who are more collaborative in style.
- Share wins and successes. Publicise and praise those who are meeting your expectations. Reward them publicly to encourage others to follow.
Is there clear leadership?
- It’s not a time for micro-managing but it is a time for keeping a close eye on what’s happening, acting quickly to address problems and ensuring any line managers beneath you are spending time one-to-one with their team.
- Take a close interest in ensuring the team identifies key customers where you’d like to get ‘quick wins’ as the new company. Sponsor the sales activities needed.
- Manage up and across the business to influence the changes you need to drive revenue growth
- Reward the behaviours you want to see to help your teams focus on what’s important.