The Audible-Ready Sales Podcast
The Audible-Ready Sales Podcast

Episode · 6 years ago

Giving Effective Feedback to Your Sales Teams

ABOUT THIS EPISODE

Managing Director John Kaplan covers best practices for giving effective feedback to your sales teams.

Hello, I'm Rachel Clappmiller and I'mthe director of digital engagement of force management managing partner, JohnCaplin, is joining me today. Welcome John Good Morning, righ till thanks forhalf me again we're going to use this time to talk about how to give greatfeedback to your team members. It's important, whether you're leading asmall sales team as a frontline manager or you're, leading a large salesorganization feedback and really foster a culture of improvement and Wund ofsuccess yeah. I think this is a great podcast EGAS. I think it's a critical,critical skill, it's kind of a simple concept that that one that doesn't geta lot of attention and it's really really good hygiene for sales manager.So I'm excited to talk to you about today. So let's get right into it. Oneof the most important principles that we teach about giving great feedback isreally starting with the positive yeah. So I mean we talk about always startingwith the positive, because feedback should be a really really goodexperience. Even if the feedback I is difficult...

...and when you give that feedback, one ofour tactis is to let the person who's inthe Hotsea, the person who's receiving the feedback to go first, EA, that theconcept of the hot seat should really be focusedon for just a second. I think that the you know the leaders should try to notmake it the hot seat. I mean I get the get e the Cliche of saying that, but Ithink what the the leaders should always try to do is to make that seatof you know a little bit cooler and, and one way that you do, that is to youknow, to focus the conversation to focus the feedback on getting theparticipant to start by giving you two things that they like about whatthey're doing or about what they just did and two things that they would dodifferently because Rihchel one of the things that we know is that you know weourselves are always harder on ourselves than anybody else is going tobe, and so it's a great way to kind of begin and kind of levels. Stat. Withwhere somebody thinks that they are d but don't be surprised, even though youaske to start with, you know the...

...positive feedback or start with twothings that somebody like the. What I find is the people normally start withthings that they didn't like, and so it's a great way to just kind of easenicely into the conversation and get redirect the person say: Hey we'll talkabout things that you could do differently, but let's go ahead andstart focus on a couple of things that you're like there's, always some thingsthat we can find that we like about what somebody's doing, and it reallyhelps drive that positive experience that we were talking about earlier, andyou always want to make sure your feeback is constructive and actionableif you're debreathing a sales call. For example, you want to make sure thatfeedback you're giving is something the person can actually improve on nexttime. Yeah. I think you're right and so one of the things that we like to do iswe like to think there's a there's, an old thing out there on smart objectives,make sure that your objectives and your feedback are smart and that's anacronym and so the as stands for specific. The M stands for measurablethe A stands for achievable the R...

...stance for what I call realistic andrelevant, and the t stands for timely. So, for example, you know one of myfavorite sayings that I hear people say all thetime, but I like to give them feed that gun. Is They tell raps? You know yougot call Hierin an organization. Well, no kidding! You know every salespersonwants to call higher in an organization, but if you take th that kind of smartacron an en put that on top of it, you know it fails N N in an overwhelmingfashion. So you know you have to call higher an organization, it isn'tspecific, it's not measurable. I don't know whether it's achievable or not,that you know you have to look at the skill set of the individual, but thatneeds to become you know contemplated. It really needs to be analyzed onwhether or not it's realistic or relevant. I can't stand when peoplegive me feedback that is outside of the situation. That's what I mean by kindof Repyou know realistic, orrelevant,...

...it's feedback that doesn't have much todo with what we're kind of focusing on on the topic in hand and then also timelae time based by when with WHO, byWhin, that's a great way to remember good methdology, to remember how togive great feebackis to remember that smart acronym. It also makes me thinkof something else that we teach our frontline managers and command in. Themessage is to make sure that you're providing the. How so don't just tellyour reps, hey you got to make your number this quarter. You need to beable to provide them to how of which to do that, and remembering that smartacronym is a great way to make sure that as a manager you're providing thehow I like that's a really really good way to put it it's a great great Holl and giving great feedback is more thanjust saying. Good job do better. Next time. I think you just spoke to that,but it really is a discipline and as a sales leader, you need to approachgiving great feedback as a discipline yeah. I like the board your highlightinthere. I, like the word discipline for...

...sure it is a really really criticaldiscipline. It's one of those little small things that I think people takefor granted giving feedback he is is a really really strong, strong discipline.AU. You got to make sure you're delivering. You know valuable andactionable feedback, and the way you give feedback actually makes a hugedifference, and you know one last kind of thought that I have his we'retalking about this subject. As the leader don't be afraid to ask Yorfeedback yourself, sometimes it'll freak Yor, your salespeople out, we'llmake a sales call well make a presentation or what happen I'll turnto my team and I'll say: Hey, tell me two things you liked about what I justdid and tell me two things that you do differently and we have some fun withthat. Some people a Li freaked out at first, but I think it really sets agood and actually get great feedback. So it really sets a good temple ofyouas. The leader are willing to receive feedback, you're, probably aheck of a lot better at giving it that's a great gay to end it. John andI'll just end up by saying that I...

...thought you did a great standing job onthis podcast. Well, thank you for the VBACK okayh. So, just to recap all ofour tips here you want to make sure you frame that feedback positively ask theperson who's receiving the feedback, to start with great things that heor shedid remember the smart acronym and remember that giving feedback is adiscipline and something that you as a leader need to be disciplined about.Thank you, John. Thank you to all of you for listening, don't forget tofollow force management on twitter unlinked in and make sure you subscribeto a blog, enforced managementcom.

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