It is well understood that the path to business success passes through the sales force, whether that’s just me or you or a staff that would fill a basketball court. If business success depends on others (which of course it does), that means as individuals we must get involved with our sales force to smooth that path as much as possible. Many of us sell more-or-less standard products or services to both individuals and other companies, and as our business grows, we need sales persons. We are often disappointed when their sales don't even cover salaries. When we do the selling, things work. When they try to sell, it doesn't work. What can we do?

There are two basic answers: hire successful salespeople and train them in our product or hire knowledgeable product people and train them as salespersons. Both are valid approaches, and both work. The accompanying piece necessary to make either work is an approach that builds a sales force that does what it is actually supposed to do … sell.

Begin this task by reviewing how you initially set-up your sales force. There are four areas where you as the owner or manager, absolutely must get involved. These areas are: 1) hiring the right person in the first place, 2) training that person adequately, 3) providing them with proper management, and 4) properly rewarding success.

THE RIGHT PERSON
Begin by hire the salesperson who can demonstrate a track record of success at the last job. Ask for proof of sales in the form of commission statements, W-2 totals or other. You need someone who can sell, not someone who says they can sell. If their skill is product knowledge, you need proof that can be checked.

If your prospect cannot sell you on his or her ability on their very first meeting with you, look for another. A successful salesperson must be able to communicate well and present themselves in the best manner at all times, especially under stress.

Test for an understanding of the fundamental skills necessary to sell in your business. For example, if selling your product requires excellent math skills, provide a math test using your everyday operational material. If it is necessary to the task, it is usually considered a bona fide occupational qualification. (Hire an attorney to check over everything!).

Make a good match. For example, do not hire a creative salesperson if you are selling packaged products to regular customers. You don't want your salesperson re-inventing the wheel on each sale. Conversely, you need creative ability if your product must be "sold" to each new client.

THE RIGHT TRAINING
Have your trainee work in each major department of your firm for a few days. Provide at least two weeks of training in-house. The understanding of "how things work here" will provide the foundation to better serve your customers.

Your salesperson cannot sell what they don't understand, so provide them with a working knowledge of the products or services they are to sell using manufacturer's or industry sales schools, or set up your own.

Spend the first two weeks with your new salesperson actually calling on customers. Keep accurate records of each sales call and review them daily. Demonstrate the selling skills that made you a success. This is critical for a salesperson with product knowledge who has not sold before.

THE RIGHT MANAGEMENT
Make it clear up-front that you will randomly, and without prior notice, accompany your salesperson on a minimum of one call each week for the first six months, and then at least one call each month thereafter. Use the occasion to review the selling skills developed in field training sessions.

Consider providing your salespersons with a lump sum to offset selling expenses rather than filling out expense paperwork. Keep in mind that you hired them to sell your product, not fill out paperwork.

Make sales goals logical and practical based on company history. Set weekly quotas of calls, presentations, and sales, then personally review these with each salesperson.

THE RIGHT REWARDS
Most salespeople have egos bigger than your company. Feed that by publishing success stories in your newsletter. Sponsor a "Winner's Club” with appropriate rewards such as a ring or pin with progressively larger or more diamond inserts. Pay well for success; when your salespeople succeed, so do you and your company.

(NOTE TO EDITORS: PLEASE INCLUDE THE FOLLOWING.)
Dr. Paul Tulenko is a Small Business Success Consultant based in New Mexico. Additional tips and suggestions are available at www.tulenko.com or call (toll-free) 1-866-TULENKO.