Sales Leadership Strategies

CU360
January 7, 2009 | COMMENTS

Among the many factors necessary to support a sales and service culture in credit unions, none are more critical than a strong sales leadership role. But for front-line managers, the biggest practical question continues to be: "How do I integrate this role from day-to-day?"

Credit union sales leaders fulfill a number of roles, including change agent, coach, and entrepreneur. Aligning these responsibilities with credit union resources and incorporating new activities into busy schedules can be challenging.

A comprehensive and consistent sales-management process will differentiate your credit union from other financial providers in an increasingly competitive environment. The sales manager is crucial in fostering a service-based, sales environment in which you can strengthen member relationships and loyalty with fewer person-to-person transactions. In addition, you'll be able to maintain--or increase--credit union profitability without sacrificing member satisfaction

Key processes, simple action steps, and hands-on practice will assist in the transition from an "operations-focused manager" to a "sales-focused coach." Consider these critical skills, proven processes, techniques, and behaviors to support a sales environment:

• Set challenging, attainable sales goals for each staff member.
• Focus staff time and energy on activities that will produce the most results.
• Use tracking and reporting tools to motivate higher levels of staff performance.
• Improve sales competencies of each staff member through scheduled one-on-one coaching meetings.
• Lead motivational, productive, sales-focused meetings.
• Address performance deficiencies quickly and objectively.

Individual sales goals are essential for providing direction, motivation, and accountability in a sales culture. Successful sales managers involve employees in the goal-setting process and help them develop plans for achieving those goals. Establish clear targets for each employee and focus on high-gain sales opportunities. Identify ways to obtain employee commitment to the sales plan. Use tracking data to establish realistic, attainable goals.

Coaching employees around their own sales situations provides key opportunities for a manager to systematically strengthen the employee's sales competencies. Skilled managers can plan, conduct and review a joint sales interaction while maintaining employee confidence. Guide employees in self-assessment, provide specific, skill-related feedback, and strengthen the employee's ability to repeat effective sales performance.

Sales meetings differ from operationally focused meetings. They provide a motivational "event" for your staff to focus on sales goals, share information on sales successes, and creatively overcome sales challenges. Conduct regularly scheduled, rewarding sales meetings by using appropriate planning tools, agenda topics, and meeting outlines.

If you run into performance issues, address them quickly. Performance problems that are not addressed jeopardize an individual's chance of success, risk team motivation, goal achievement, and member service. Quickly and objectively address situations before they become chronic problems. Set clear expectations for improvement while maintaining the employee's self esteem.

To learn more about creating a sales and service culture at your credit union, check out CUNA's Creating Member Loyalty™ sales training and leadership strategies program.