The difference between a good and a great year, for many salespeople, revolves around the amount of time they spend developing a strategy for the coming sales year. The difference between a meaningful strategy session and an idealistic list of goals that is never really achieved is in the preparation, attachment of dates, assignment of responsibility, and tracking of execution along the way.

Suggestion #1

Come up with a list of questions for the strategy discussions and submit them, in advance, to the sales representatives (examples shown later in newsletter). Answer these questions about their performance yourself, but do not provide them with your answers. Have them do their own research and then compare notes during each session.

Suggestion #2

Make it very clear that this is not a performance review. Though you will look at this year's results, the majority of the discussion will be future-oriented.

Suggestion #3

Be a teammate. If a sales representative is struggling with making strong presentations (for instance) make it a concern of yours to help them improve by sponsoring training for them or suggesting that they look into Toastmasters.

Suggestion #4

Avoid criticism at all costs. It's the killer of all strategy sessions. If a salesperson thinks they make great presentations, and you know differently, say something like, "We have to disagree on that one. Regardless of our individual views, how can we go about helping you to improve upon your presentation style?"

Suggestion #5

Format the questions in spreadsheet form so there is room for comments, due dates, and assignment of responsibilities.

Here are some sample questions that you can ask the sales representatives during their strategy sessions:

Performance

• Was your territory revenue up or down from last year?
• What were earnings this year?
• What percentage of your total earnings were commissions or bonus?
• What would you like to earn next year?
• How do you plan on making that happen?
• What can I do to help?

Top 20 Accounts

• As a group, were they up or down from last year?
• Which accounts had the biggest gain?
• Which experienced the biggest revenue loss? Why?
• Which accounts dropped out of the top 20 this year?
• Did any new accounts make the list that were not on it last year?
• What percentage of your revenue was based on new business (an additional product line or a new department purchasing)?
• What mix of products did you sell these accounts? Should that be altered next year?
• Did you do anything to recognize these accounts that was above and beyond?
• Are you highly dependent on any one account?
• What is your strategy for these accounts next year?
• What sort of help and assistance do you need to make that happen?

Sales Skills

• Which area of the sales cycle is your strongest?
• Which area of the sales cycle do you find most challenging?
• What did you do to enrich your skills this year?
• What will you do next year?
• What can the company do to help?

Product Knowledge

• How much of each product line did you sell?
• Is that up or down from last year?
• Are you satisfied with your performance in that area?
• Where is your product knowledge strongest?
• Where do you need to improve your product knowledge?
• How will you address that next year?
• Who in the company can offer you assistance with product knowledge?

Prospecting

• What percentage of your overall activity is spent prospecting?
• Is that up or down from last year?
• How many accounts have you opened via prospecting?
• What is the total value of those accounts?
• What's your plan for prospecting next year?
• What tools do you need to make that activity efficient?

Closing

• How many proposals did you send out this year?
• How many accounts did you close as a result of presenting a proposal?
• Is that up or down from last year?
• Are you satisfied with that?
• Which negotiations did you find the most difficult and why?
• What could be done to improve that?
• What percentage of your income did you give up because you were pressed to offer discounts?

These questions can be tailored to fit your particular organization or a salesperson new to your company. What will really set this discussion apart from another meaningless strategy session will be the adherence to dates, accountability for improvement, and meeting to discuss it all on a regular basis. By investing the time to do this and taking on some of the responsibility for making it happen you are letting the salesperson know that you are invested in their success.