The young sales team in the market needs to be understood and served by the company in a differentiated way. Here are some tips to reach Generation Y!
Talking about the sales team and the “generational conflict” may seem commonplace. But we cannot deny that this is a real phenomenon faced within companies.
Generation X managers may find it difficult to deal with a young team made up of Generation Y professionals.
Added to that is the challenge of building a high-performance sales team and we have a very challenging scenario ahead of us, right?
But how to address these difficulties within the context of a sales team? We are talking here about those responsible (not the only ones) for making the company sell more and better and grow.
This clash of culture, goals, ways of seeing the day to day work. How to deal with all this? How to manage to reconcile such different thoughts and visions in the same sales team focused on the company’s business?
In this text, we are going to raise suggestions so that the manager can facilitate their contact with the team. In addition, we will talk about some basic requirements to build a successful sales team, regardless of the age of the professionals.
And we will, of course, enter into the challenge that is for some managers to deal with Generation Y. What motivates them? How to get them to engage in the daily challenges?
Stay with us.
5 tips to build a qualified sales team (regardless of generation)
Before we get into specifically the Generation Y salesperson profile, we need to establish some common ground in building a sales team.
These are basic requirements to have people always motivated in the sales sector of any business.
It is necessary not only to qualify professionals but also to retain them in the company, creating a favorable environment for this.
After all, if turnover is high in the company, how will your business succeed if you have to continually teach new salespeople from scratch?
Therefore, we have separated 5 basic tips to build a commercial team, regardless of the age of the professionals.
1 – Have a defined leader
It is essential, a basic item, to have a defined sales leader to manage the sales team. And it is up to the CEO to identify this professional within the company or, then, seek him out.
Without a good sales manager, it is quite difficult to have a team with positive results and always able to sell more and better.
More than designating tasks, the area manager will be responsible for monitoring the result and distributing opportunities through the sales funnel.
And to lead assertively, it is essential to rely on a sales system such as an Online CRM, which allows full control over the company’s commercial flow.
2 – Make the company’s objectives clear
To keep your sales team motivated and focused on achieving goals, you need to be honest with them. It is important to expose the objectives that the company has in the medium and long term.
This is possible by aligning strategies and making the team work within the company’s mission, vision and values.
To speed up these processes, apply agile methods and encourage the exchange of internal knowledge. Everything that is defined must be registered in the sales playbook and be accessible to everyone on the team.
3 – Constant improvement
Invest in training. Ever. All the time. It is necessary to have an increasingly assertive speech to generate value to the prospect and make him buy the solution you sell.
More than that, it is necessary to guarantee the client’s success and, for this, the sales team necessarily needs to understand the pains he has.
Training the sales team is good not only for the collective, but also for the individual. He will feel safer and more relaxed to work on a daily basis.
For this, have constant meetings with your salespeople to improve everyone’s knowledge, as well as ensure the motivation of the sales team. If you find it necessary, sales coaching can help you get the best out of each one.
4 – Always be available
A good leader is always by the side of his followers. Much more important than saying what to do is showing how it’s done and always being available when the team needs it.
It’s all about keeping sellers and SDR safe. Even more in relation to new members of the sales team. They need help and, to reduce the learning curve, nothing better than having the manager on their side.
Be the guide. And not just someone who gives orders and assigns tasks.
5 – Create a healthy sales routine
A healthy sales routine is very important for any professional, regardless of the area, to be able to develop their tasks. In sales, of course, this is no different.
Only with a positive environment is it possible to achieve goals and objectives and have a favorable place both for improving internal processes and relationships, as well as for innovation.
Building a sales team with the profile of seller Y
The new seller likes to be listened to. He is very thirsty for growth and cannot stand to wait for long periods for promotions or challenges that instigate him.
Companies working with sales force automation software also need to change.
Just limiting discounts, places, innovating in products and services is not enough. To grow in the market, it is necessary to encourage the new Y generation of sellers, who want to participate and give their opinion on all decisions.
For your sellers to be always motivated, qualified and ready to sell more and better, some factors cannot be ignored.
Well defined goals
Let’s start by mentioning an interesting characteristic attributed to Generation Y youth: they have a short duration of concentration ability.
Some attribute this progressive drop in concentration to the high dynamics of information provided by the integration of technology into everyday life.
Whatever the reason, there is a way to get around the problem, increasing the potential of these young salespeople: it is to establish clear and objective goals.
The goal should be something simple and tangible that can be completed in a few steps, allowing them to stay focused more easily. If the goals are too complex or intangible, young salespeople can get distracted by small details and never reach the desired end goal.
Motivation is something internal. However, it can be stimulated and maintained longer using incentive factors.
Recruitment Company Hays conducted a survey in Brazil and determined that there are three most important incentive factors for Generation Y youth.
First is the opportunity to learn and grow professionally. As these are factors of great importance, we will discuss them more in the next items.
Second, appreciation and appreciation. You, the manager, can apply this incentive factor through positive feedback.
Consistent feedback is frequent but realistic; it’s not about lying to make the employee happy. Honestly recognizing a job well done is key for young people to remain motivated and engaged with the company.
Thirdly, we have the financial rewards. Salaries need to be compatible with the market average. However, currently, it is the benefits that most attract young people. And we’re not even talking about the famous sales commission!
Some examples of highly valued benefits are:
- flexible working hours,
- leisure space,
- agreement with academies and language or computer schools,
- offering food programs in the company,
- workspace that can be individualized,
- Casual dress code.
Sales team training
As you will recall, in the previous item we stated that young people are encouraged by the possibility of learning. They want to seek a theoretical improvement, which allows them to understand the mechanics of the work, so that they are not just performers.
To meet this demand, training plays a very important role. They allow the employee to learn something that will be useful for their career and, at the same time, will benefit the company’s own productivity.
Sales techniques, sales methodology, best practices, no matter what is improved or taught. Training is essential and needs to take place in a frequent and disciplined manner.
There are several available for the sales team, ranging from vocal techniques for telephone answering or personal image as a business card to advanced methods for closing a deal.
While young people want to learn, they want to see that learning quickly converted into professional growth.
To reach a compromise between the demand for employee growth and the company’s organizational and financial constraints, a good solution is horizontal promotion.
It allows the employee to change “range” or “level” according to their performance, while remaining in the same role.
And to be able to measure the performance of salespeople and be fair in relation to the growth of each one, adopting activity-based sales can be a great solution for companies.
Young people from Generation Y have their own, more informal language and use different communication channels.
Adopting these new paradigms for communicating with the sales team is a way to get closer to your employees. A good example is the use of software for collaborative project development.
Incorporating technologies into sales team communication allows you to be in contact with any member of the sales team at any time.
How to build a young sales team? Technology helps!
Speaking of technology, what exactly is the relationship between Generation Y and current technological resources? How is the digital age changing the job market?
Numerous differentiated proposals such as Sales Catalogs (AFVs), software to improve customer relationships and wonderful plans in the performance management system (BSCs) have emerged in the sales market.
But what about the seller, is he just going to continue with the obligation without the power of opinion?
The generations of sellers
With the passage of time, and the evolution of technology and, consequently, of the way of life, the workforce has changed. “The voice and the turn” has changed considerably.
The generations that are still the majority of active workers diverge at this point. Generation X, born between the 1960s and 1980s, differs from the younger generation Y, born between 1980 and 1990.
As many of these younger ones are already in the job market, there are a large number of salespeople from this generation.
They reject that classic treatment offered by companies, and have almost total detachment when changing jobs. Therefore, it is not easy to manage this new generation in sales and still maintain harmony with generation X.
Differences between generations of salespeople
Generation X values work, financial stability and job maintenance, while Generation Y considers work a source of satisfaction and learning, and seeks a balance between professional and personal life, mixing everything together.
It is people with these characteristics that we find in sales teams. This is what makes companies need to reinvent themselves in the Human Resources category as well.
Faced with this new paradigm, we have the change in the market. After all, these kids are very competent, experts in technology and social networks. They need support and availability to speak their opinions as salespeople and humans. Mainly, it needs space to show ideas, participate and collaborate with the company’s development.
It is important to have workflow (task flow) of sales targets. It is what allows those involved to visualize the best ways of working in sales management, producing standardization and greater dynamics in the sales process.
It needs to be applied as it is totally in tune with this new generation.
In addition, the relationship with the customer and between teams, especially between different generations, needs to be encouraged.
It is important that each person’s values and visions are considered and work styles understood so that conflicts are minimized.
This way, it is easier to understand the profile of current salespeople and build your sales team in the best way possible.
So, how can we help you?
Take the opportunity and read two articles that can be useful in your company’s day-to-day.
The first one brings 17 sales tips for your business to have better results.
The second covers essential sales metrics that cannot be ignored by any manager.