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Text comes from the book: "No more halved sales: This is how top sellers act" (2012), published by BusinessVillage Verlag., Reprinted with the kind permission of the publisher.

Here writes for you:

Oliver SchumacherOliver Schumacher is a sales trainer and speaker. The speech scientist (MA) and business economist (FH) worked for 10 years in B2B field service for the branded goods industry. Today the five-time book author gives tried and tested tips and strategies on the topics of new customer acquisition, offer management and price negotiation. His main clientele are small and medium-sized companies that have their own sales force. More information at www.oliver-schumacher.de All texts by Oliver Schumacher.

Sell ​​better through networking: others inspire with clear goals

Not only managers need assertiveness. Who succeeds others for his objectives to inspire can achieve this faster and easier. More important Success Factors that's what confidence and clear rules of the game are.

Sell ​​better

Needs

Everyone has their own needs, desires and goals. Some of them do better than others. For executives, it is normal everyday life that not all employees pull together and do exactly the same as they are desired - at least not for a long period of time. The reasons for this are diverse.

All too often it happens that employees are hired and thrown into the cold water. Instead of really getting them to work properly, they should simply make it easy - true to the motto: the person was hired as a salesman - then she will also know what is expected of her.

Requirements and expectations

Small and medium-sized companies in particular Company shy away from clear job descriptions that state which specific tasks are expected of employees. But how should employees know what exactly belongs to their tasks - and what doesn't? How should they know who has something to say to them - and who doesn't? So there is all too often conflictsbecause colleagues delegate tasks that they are not even allowed to delegate to others.

But also why and how are decisive for all participants. If someone does not know why he has to do something for them exactly in this way, there is a high risk that a task will be given the wrong priority. And if someday everybody does what he thinks is right, the desired result will not necessarily come about.

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Staff selection as a success factor

That is why the achievement of goals depends on the selection of personnel. Once a "bad apple" is employed, it quickly infects the other colleagues.

Because colleagues are increasingly reducing their commitment when they have the feeling that, from their point of view, weak colleagues can comfortably get through their day-to-day work without having to worry about them Executive to get. The dismissal of underperformers can even be a relief for the entire workforce, because they no longer have to be angry about them.

We are a company

Statistics document time and again that numerous employees have internally resigned. Now instead of being consistent and actually doing a better job, they still cling to this one. Whining and complaining is one thing, concrete and binding action is another. But it goes without saying that people with this mindset will not perform at their best in the company.
Ideally, the eyes light up with joy when an employee talks about his employer and "his company" in his spare time.

This probability increases the more the employee has the feeling that they are part of the whole. Appreciation, recognition, professionalism and fun are decisive factors that make people grow beyond themselves in a company. But in fact there are many executives who are not at all interested in their “subordinates” growing - after all, they could then saw at their Suhl. And here at the latest clearthat not every human being used to Executive is suitable - and people are not allowed to rise on the basis of relationships, but on the basis of competence.

Clear game rules must be defined

Regular employee discussions and clear rules help enormously in the fact that everyone knows what he is. Such discussions must also be used to find out where the employee still needs support in order to reach the agreed targets. After all, grass does not grow faster just because you pull it.

Thus, executives have to pass the employees through Feedback help to develop further. Managers must also be open to the employee's opinion. Because employee appraisals are not monologues, but dialogues with the aim of achieving corporate goals more reliably and with higher quality.

How long can the leash be?

Trust is hard for many people. Often executives request this from their employees. But the opposite is the case with a shoe: when an employee feels that his supervisor trusts him and gives him the appropriate room for maneuver, his personality and his commitment grow.

Of course, regular checks and reports can also be carried out. But at the latest when the employee asks himself why he is filling out a table on a daily basis Manager If you don't just pull the numbers from the EDP, something will go wrong. On the other hand, it is of little use if, as a manager, you have the figures regularly given to you, but do not consistently intervene immediately to help if something goes wrong. Because reports are quickly harassment for employees and no support for success.

Way out competitions?

Employee competitions can help achieve a certain goal in the short term. But a bidding alone is not enough, it must also be discussed and trained, how everyone achieves this goal - otherwise such games are fast demotivating. This is why, in a competition, there must not only be one winner, but as many as possible, so that all stakeholders feel that their commitment is worthwhile - and there are real opportunities.

Thus, goals can not be simply dictated in the style command and obedience, but must be agreed with the employee. It is only if all parties concerned really want to achieve the goal that the goal has a good chance to become a reality.

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