How to Drive Sales Growth by Ridding Employees of Limiting Beliefs

How to Drive Sales Growth by Ridding Employees of Limiting Beliefs

The primary job of sales leaders is to achieve revenue goals. The most common reason for low performance is the wrong behavior of sellers acting with outdated methods. Training staff to work in accordance with the latest marketing trends and the observations of psychologists makes it possible to achieve a constant increase in conversions. Let's take a look at four outdated salespeople beliefs that negatively impact customer relationships.

The specifics of the seller's thinking

Beliefs are attitudes that determine human behavior and are characteristic of both the subconscious and conscious thinking. Willingly or unwittingly, we depend on their content. If we return to the topic of sales, incorrect beliefs (sellers' mistakes), dictated by patterns of behavior, deprive a businessman of a significant part of his income. 

Stanford University psychologist Carol Dweck identifies two types of thinking:

  • fixed. People are sure that their intellect, talent, abilities always remain unchanged;
  • developing. Owners of this type of thinking know that intelligence, talent can and should be improved.

When a line manager offers employees, he is convinced in advance that the behavior of salespeople will change, as if by magic. In fact, it turns out that having learned new positions by heart, the performer remains the same. 

The firm loses money spent on acquiring new information. 

Forfeits the money allocated for tuition fees. 

At the same time, the performance indicators remain the same. 

Inevitably, the question arises of the competence of the link manager. 

Meanwhile, the problem should be looked for elsewhere — if the skills and positions being introduced do not correspond to the internal beliefs of the performers, the technologies will not take root.


Limiting belief №1. The cyclical success of sales

Being convinced that sales naturally experience periodic turnover and decline, employees do not look for solutions that can affect the situation. Seasonality, pandemic, any other factors reduce income. According to this limiting belief, trouble should be waited out (while the initiative employee will begin to look for an alternative).

Solution: Replace with the belief 

that sales success can be permanent.

A manager can help employees by replacing misjudgment with the idea that sales depend on salespeople. To do this, sellers should be introduced to analytics, charts that prove the relationship between the methods used, the efforts expended and the financial rise or drawdown.


Limiting belief №2. A good product presentation is the key to a successful sale

Even for so long, the volume of sold goods and services depended on the unique qualities of products. The task of the seller really was to correctly show the merits of the product and the benefits of its acquisition.

Now, when a potential buyer does his own research and goes to the store with a clear conviction about the properties of the desired product, the familiarizing role of the seller has lost its primary importance. Instead, the client is waiting for help in solving their problems. 

Live communication will help determine the true needs of a particular person in a particular situation. A competent presentation loses its relevance, giving way to a constructive dialogue. 

Solution: focus on customer needs.

The manager can help junior employees by passing on additional information about the target audience. To do this, you need to keep abreast — conduct research, surveys, including among employees who communicate directly with customers. The seller must learn to relate business goals to the expectations and needs of the potential customer instead of focusing on the benefits of the product.


Limiting belief №3. The number of interactions of the seller will automatically lead to an increase in conversions

In an effort to achieve an increase in positive indicators, employees “on the phone” try to fulfill their duties as conscientiously as possible, processing each incoming call in full. At the same time, the manager does not think about how effectively he spent his working time. Offering solutions to a cold and unpromising audience, answering questions, an employee loses the opportunity to interact with warm customers — those who have already made a purchase, regular, keenly interested, and so on. 

As a result of one study, impressive results were obtained: about 65% of salespeople spend on activities that do not bring profit.

Solution: Teach employees to prioritize 

expectations when interacting with customers. 

And also use the main working time to work with promising potential consumers.

Thus, the decision of some minor and non-urgent issues can be postponed. To search for solutions to secondary problems, spend limited time. Instead, prepare for a meeting with a hot client, find a solution for urgent and important tasks, and prepare a strategic work plan.


Limiting belief №4. What Worked Yesterday Will Work Tomorrow

Sales marketing is a constantly changing technique that depends on many — in turn, also changeable — factors. What was relevant a year ago may not be effective today. 

Solution: constantly analyze the effectiveness of methods, encouraging employees to self-development.

Prepare employees for continuous development and perception of the latest technologies, improving communication skills with the client, building work plans that are optimal for the business goal.


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