Assume the Best By Steve
Waterhouse
Much of the friction between members of a selling
team comes from unspoken expectations left unmet. The
sales manager expects the report to be in by Monday or
the marketing department expects the leads to be
followed up within the month. When expectations are not
met, we may begin to devalue the effort made by the
offending person. If Bill is late with the report we
assume that Bill is behind in everything and that the
cause is Bill's poor work habits. If Joanne is did not
follow up on the leads we assume she is slacking off and
is not doing her job. The net result of this accusatory
behavior is low moral, a reduced willingness for others
to support these team members, and a general lowering of
team effectiveness. In a program I gave recently, I
heard a very different view of these situations. One
that made me stop and think.
During the seminar I had asked the sales team why
they were not able to make some of the necessary changes
that we had agreed needed to be made. Almost instantly,
a flurry of blaming started. "The marketing department
never gets anything right." "Operations never comes
through on their commitments." "We just don't get the
support we need." As I started to untangle this mess,
Robert, the Vice President of Sales stood up and
addressed his team. "Ladies and gentlemen," he said,
"when you make these statements, you do so without
knowing the whole picture. You do so without knowing the
other priorities and stresses that are forced upon these
people on a daily basis. You should know that I am aware
that some of these people are not doing their jobs as
they should. Most of the problems you see in the field
are even clearer to us in the plant. I promise you that
we are dealing with many of these situations as we
speak. In the meantime, may I suggest we assume that
each of our team members is doing the best they can? In
most cases you will be right. And in all cases you will
show your fellow team members the respect that they
deserve. Isn't that how you want them to view you? As
doing the best you can?"
It's a simple message with a powerful result. When we
assume others are doing the best they can do, we
automatically switch from blaming to helping. We offer
assistance instead of criticism and suggestions instead
of sarcasm. Even in those situations where the person is
not doing there best, isn't this a better way to build
the rapport needed to guide them to improve?
The sales department is often powerless to change the
company. Given that reality, doesn't it make sense for
us to try Robert's advice? Assume those around you are
already doing their best and watch the difference it
makes.
For a free copy of "10 Ways to Keep Your Sale Team
Motivated", email
article5@waterhousegroup.com and ask for article #5.
Steve Waterhouse is Principal and Founder of Waterhouse
Group (www.waterhousegroup.com), a sales consulting and
training company that helps companies dramatically
increase their sales. He can be reached at
1-800-57-LEARN or
info@waterhousegroup.com.
Re-Print Permission
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