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out of mind?
PETER THOMSON and DAVID
BATUP look at the challenge of
managing remote sales teams
he best sales teams are composed of the best
K
sales executives or reps, regardless of where
they work — in different countries, offices or
homes. With the right sales management,
remote or virtual teams can be more effective
than those based in the corporate office. Frequently, sales
managers are credited with being good at managing
remote teams. The assumption is that they would be,
because the field sales team are one group of people who
traditionally have never been office bound. But we are
starting to see examples where this is not the case and the
risks and difficulties associated with remote teams are
impacting performance.
It’s all too easy to overlook the performance, morale
and development needs of a remote sales team. Often,
sales managers can succumb to the pressure of firefighting,
running with deals themselves, reporting upwards and all
the distraction that working in a corporate office entails.
This often relegates their direct reports to second place.
Slipping into this mode of working
leads the sales manager into a situation
from which it is very hard to recover.
Typically the warning signs of poor
performance are not easy to spot and
can be masked by the individual.
Performance indicators, such as pipeline
and revenue achievement do show
individual performance but the time lag With the right sales management, remote
in reporting and length of the sales
process can mask problems. And from or virtual teams can be more effective
the remote sales rep’s perspective the
situation can also be difficult. At times
they may be struggling on their own
than those based in the corporate office
and finding it hard to stay motivated. Information management: ensuring that a remote team
Many of the problems in being a remote based employee member is provided with the same access to formal and
and managing remote staff are common across job types. informal information as their colleagues in the office.
Social and team aspects: isolation and detachment
This list is typical of the issues faced experienced by those who are remote (‘the loneliness of
Trust: Establishing trust between a manager and a home- the long-distance worker’) and lack of motivation and
based virtual worker to combat suspicion that working at engagement with team goals and timescales.
home means slacking or abuse of agreements. Visibility and development: the propensity of managers
Work management: organising and specifying work in and office colleagues to see remote workers as out of
terms of results so that it can be accomplished without sight, out of mind; concern by remote workers that they
detailed management supervision. are harming their career advancement; concern that they
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could be missing out on training and development it’s less effective when the individuals are remotely based.
opportunities offered to office-based colleagues. These factors should be considered more as guidelines
Communications: problems ranging from the realities of than measures of performance. Trust is a major factor
technology support for home workers, through lack of when managing remote teams. But with trust comes
availability of, or skill in using, up-to-date collaboration responsibility to perform. Where there has to be an
tools, to reluctance to communicate through technology. element of flexible working to achieve sales targets the
Time management: for the home-based virtual worker, trust factor becomes even more important.
being capable of working effectively without the rhythm Flexible or remote working is not a new concept in sales,
of the office; dealing with family and friends’ belief that but it does pose the question of who is responsible for
they are fair game to be interrupted; feelings of guilt getting work done. If sales managers divide the territory,
leading to excessive working hours. allocate the patches to individual members of the sales
team, and direct and dictate what needs to be done, we
Homing in on sales — and focusing on outputs stay with the current ‘industrial age’ model of working.
There is a tendency for sales management to measure But if the remote based sales executives agree what they
activity such as the number of calls made, demonstrations are going to achieve and then carry out the tasks necessary
given or appointments booked as an indicator of goal to provide the results required, we have a view of work
performance. While this is valid, given that there does more appropriate for sales in the ‘information age’.
need to be an optimum level of activity to achieve targets, By allowing sales reps to take responsibility for
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It’s very easy for remote reps to feel isolated from the
producing results and rewarding them for outstrip their individual targets. Almost everything
outputs, not inputs, we have a different approach else should come a poor second. It is easy to
to the work required to make the numbers. assess this: just take a quick look at the diary for
This ‘results only work environment’, or ROWE last month and add up the time spent on
for short, has been adopted very successfully by motivation, coaching and helping the remote
Best Buy, a Fortune 100 company employing team. If it’s less than 60% it’s time for a rethink.
140,000 people worldwide. This shows that the So given you have a remote based sales team,
approach is not just a fad among a few small what is it you can do to focus on results and
companies but is a serious business strategy that outcomes? We will look at this from the
can have outstanding results. performance building blocks of strategy, people
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