“They should know, shouldn’t they?” On one hand, this is a valid question. On the other hand, it may highlight a missed step in your communication with your sales team members. The baseline expectation is that they will sell the product or service your company offers to the best of their ability. But beyond that, what are the expectations?

Each company emphasizes different activities

Every company has a sales culture that values some activities over others. For example, one company we worked with valued their outside salespeople more when they were out in the field, even if the salesperson was not on track to meet quota. The idea that the folks on the team were grinding it out was elevated, and this became the expectation. It was reinforced more when senior salespeople were promoted to lead a sales team. When the COVID-19 restrictions were implemented, this expectation became impossible, and the team took a psychological hit. Trying to meet an impossible expectation feels like a failure, and it shows up with people complaining of feeling stressed, taking more sick time, or increasing turnover.

Meaning drives everything

This is often set aside because it seems too nebulous or touchy-feely, but salespeople want meaning in their work. And sometimes, it is completely forgotten when sales leaders have long to-do lists. High monetary incentives are not enough. They can even be meaningless. One of my favorite questions to ask salespeople is, “why do you sell?” Most of the answers center not on money but on the stimulation, the challenge, the ability to determine one’s destiny, or the desire for competition. Compensation does matter, but some salespeople will take a position with a company for less money because they believe there is something greater to be gained. A 2012 study in The Journal of Business Research found that organizations that try to be more ethical and value their salespeople have sales teams that report less stress, reduced turnover, and better sales performance.

Where do meaning and expectation intersect?

For sales leaders, consider how your expectations are derived from your value system. The way this is expressed often starts with how the sales manager of a team interacts with individual salespeople. Since many sales teams are remote, clarity of communication becomes more necessary. It is not an unusual experience for a salesperson and the sales leader to walk away from a one-on-one with a different understanding of what was agreed upon. How the salesperson derives meaning from their role in an organization and the expectations the sales manager sets directly impact their performance.

Ask yourself these questions:

• Do I schedule regular one-on-ones, or do I count on each team member to call me throughout the week?
• Am I telling my sales team members what to do or encouraging them to come up with solutions?
• Do I partner with my sales team members to identify their goals and objectives and then follow up with a detailed email to prevent misunderstandings?

These kinds of interactions communicate your perception of the salesperson’s value. Most of the salespeople we work with talk about how they work for their manager because of how the sales manager makes them feel. When a salesperson feels valued by their manager first and then the organization, this sets the stage for better performance. Meaning can be derived from a sense of belonging.

The power of expectations

Sales teams are comprised of three groups- the elites, the core, and the laggards. Coming from the perspective that “they should know” only sets up a one-size-fits-all way of managing. It is also important to note that people rise and fall according to your expectations. There is some exciting research in education and finance on how expectations change people’s perceptions. If you put someone on a performance improvement plan because you expect to fire them, they will perform poorly. They perceive your message even if you never say your expectations out loud.

There are nuances with each group. You would not necessarily discuss skill building with one of your high performers as you would with an underperforming team member. Yet, all three groups benefit from their manager’s expectations that they will perform well.

Best practices for setting expectations

While expecting the best from everyone is a baseline, here are some best practices that make setting expectations more effective.

• Check your assumptions. It can be a trap to assume that “just because I do it, everyone does it.” People have their definitions of what needs to be included in their sales process. Not only that, but people often define words differently, too.
• Communicate the “why.” People respond to meaning. Focusing on the behavior that needs changing does not give context or purpose. Take the time to explain the reasons for the expectations, mainly when there are changes or new requirements.
• Communicate your boundaries with your expectations. Other people do not know what you are willing to tolerate. One manager may tolerate a team member entering data in the CRM, while another manager will designate a specific day and time for everyone.
• Use multiple methods and paths to communicate your expectations. Using a scolding tone in every email is not motivating if this is your only method. Reminders in team meetings, one-on-ones, emails, texts, phone calls, or in-person conversations are all paths. The more you vary your tone and words, the more likely the message will get accepted.
• Communicate clearly and frequently. This dovetails with the previous best practice. Use TED (Tell, Explain, Demonstrate) to ensure all team members understand what is expected. Follow this up by email so everyone can refer to your stated expectations.
• Check-in to see that your team members have all the necessary resources and tools. It is hard to meet expectations without specific resources and tools. Remember, trying to meet an impossible expectation feels like failure.

Sales Leaders, setting expectations is powerful

When you combine meaning with practical application, expectations are powerful. Take the time to review your approach. What do you expect from yourself? What could you keep, and what could you adapt to help you set more precise expectations? How does your team perceive your expectations?

If we come back to the question of whether or not your team members should already know what the expectations are, it depends on how well you follow the best practices. You set the tone for how much your team members understand and accept your expectations. They are looking for your guidance to understand what good performance looks like.

When you think about sales effectiveness at your organization, does it seem like you are close but just missing those unique elements that give you that competitive edge? Looking for a way to understand how your buyer thinks, decides, and reveals information? At The Nova Consulting Group, we believe that professional selling is a craft. With the Advanced Sales Conversation©, you have those missing elements that move your salespeople from competency to mastery. With our deep understanding of what makes and sustains high-performance organizations, we provide integrated solutions that do not replace your sales methodology and yet advance a progressive selling mindset. Be bolder, more insightful, and get results. To learn more about how to master the craft of sales and encourage sustainable high performance, call  (617) 933-7249 or email info@novaconsultinggrp.com.

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