There is no question that economic times are tough. But for owners of growing businesses who aren’t ready to throw in the towel, it’s not too late to make necessary changes that will carry you through the recession and perhaps lead to growth.

In difficult times, the first place to seek answers is within the sales team. Start at the management level. Begin by asking yourself these three questions, and then consider the methodology behind them:

1. Is the sales manager guiding the sales force effectively?
   Having an assertive sales manager is important because it motivates and inspires salespeople in tough times. The first step to effective sales management is to itemize what needs to be managed. This can be done in a variety of ways. Planning sales calls and travel is a good starting point. Salespeople need to be highly organized before, during, and after the sales call. In a weak economy, there is a real premium on efficiency. Whether you have your own sales staff or reps, the sales manager must impact the way your field salespeople work with customers. Every face-to-face opportunity must be as effective as possible.

2. Does the sales manager have a well-developed sales and marketing plan?
   The key here is to identify ways to find and close business quickly and effectively. Organization is critical. When you are in “crash mode,” every detail must be spelled out in writing; therefore, a written marketing and sales plan is vital. Without a well-conceived and well-supported plan, the sales force is working with one hand tied behind their backs. The sales manager should create a “book” for every territory and proactively drive the development of individual customer plans to achieve sales goals. And salespeople have to be trained on sales techniques that work.

3. Would you bet your life on your sales manager?
   The sales manager is often your point person for recession survival, so it’s important that you can trust them with your life – and your income! Now is the time to review the sales manager’s performance, in writing. This is not an exercise tied to a compensation review; in fact, compensation should not be a part of this review at all. This review is about your company’s future. The person who manages, drives, and controls the sales force must be up to the task. The best way to ensure this is to analyze skills, organization, and results now and every 30 days.

— John Haskell, marketing and sales consultant (drrevenue.com)

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