Sales managers often know the ingredients of a strong sales culture: clear values, team rituals, emotional intelligence, and relationship building. Yet, despite this knowledge, many struggle to put these principles into action. Why?
The demands of hitting immediate targets.
Managing internal pressures.
Caught in the busy—not productive—activities.
It’s the proverbial knowing and doing gap. Let’s explore five things you can do to build a culture, one that attracts and retains top salespeople.
1. Lead with Core Values
Great sales cultures begin with the establishment—and agreement of clear, meaningful core values. These values guide decisions, behavior, and expectations. Don’t be the sales manager that has inspirational posters of values hanging on the wall that never hit the halls.
Sales leaders that build great sales cultures don’t point their fingers at a poster. They walk the talk by modeling and reinforcing core values each day. If one of your core values is respect, it’s up to the sales manager to work with the team to define what this value looks and sounds like. Assigning an actual behavior to a core value makes them tangible and real, not just some philosophical mumbo jumbo. For example:
- Respect means showing up to meetings on time because you RESPECT your colleague’s time. Remind your team that everyone is tempted to send one more email or make one more call. RESPECTFUL people manage the impulse “to do one more thing” to show up on time for their “next thing.”
- Respect is paying attention when another person is speaking. Put your smart phone away. Be fully present. Your notifications can wait—your colleagues’ brilliance might not.
2. Establish Rituals That Connect and Inspire
Does your family prepare the same food every holiday? It’s probably not because that dish is exceptional—it’s a tradition that builds trust and a sense of belonging. Sales rituals can serve a similar purpose, fostering team cohesion and pride.
My husband, a former Marine, shouted “Ooh-rah” during his training because it was a symbol of brotherhood and unity. Could you have a battle cry for your sales team?
When I was a regional sales manager, I ended meetings with my team raising their index fingers and reciting: “There’s just one thing to do this year—be the number one region.” It was goofy, however, brought a smile to everyone’s face and reinforced our shared goals. (And the year I introduced that ritual; we were the number one region.)
Rituals like this—-whether a mantra, a battle cry or consistent team activity are the cultural glue that keeps your team united.
3. Cultivate Emotional Intelligence (EQ)
Sales success hinges on understanding and connecting with people—clients and teammates alike. Emotional intelligence is at the heart of this.
The first skill to develop is self-awareness. Without it, people don’t realize how they “land” on others, triggering unnecessary friction in team dynamics. Conversely, without awareness, team members may allow their emotions to escalate, like out-of-control tea kettles, spouting off throughout the day.
Encourage your team to reflect on their triggers and how they might unintentionally trigger others. For instance, a salesperson’s facial expressions in meetings—looking bored or annoyed—can inadvertently undermine team cohesion. Teach your team take a pause before reacting to check their assumptions and responses. Emotional intelligence skills will strengthen your team’s culture.
4. Prioritize Relationship Building
Strong sales cultures are relationship-centric, valuing internal connections as much as external ones.
Sales is not a department. Build relationships with marketing, customer success, and operations. It strengthens alignment, reduces silos and better serves the customer.
However, this relationship building “stuff” takes time and intention. Schedule time outside of regularly scheduled meetings to meet with personnel in other departments. An in person or virtual cup of coffee goes a long way to learn more about the “day in the life” of a fellow team member.
One of the best lessons I learned as a new vice-president of sales was taking the time to meet with other department heads to learn how my department was affecting their success. If my team was not hitting certain deadlines or adhering to protocol, I wanted to hear about it. This sincere concern for my peer’s success helped build a culture of respect and collaboration, one where we had each other back.
5. Face the Reality
If you know what it takes to build a great culture, why not do it? Be aware of and avoid common barriers such as time pressures. Immediate goals often overshadow long-term culture initiatives. Solution: Schedule time for culture work just as you would for revenue-driving work. I’ve never developed strong relationships with anyone that is always in a hurry. (The only thing I develop is the ability to talk fast, get to the point and get out.)
Rome was not built in a day and neither will your sales culture.
Moving Forward
Building a great sales culture isn’t a one-time initiative; it’s an ongoing commitment. Start with one or two initiatives from this list, and involve your team in the process. Over time, the rituals, relationships, and values you nurture will pay dividends. Great sales cultures produce great revenues, retention and team satisfaction.
Knowing is the first step. Doing is what makes the difference. Go build a sales culture that thrives!
Good Selling and Leading!