One of the most common complaints we hear from sales leadership, is the challenge with driving consistent usage of the company CRM. No matter the size of the organization, sales managers from across the globe share the same frustration.
“Our salespeople are treating the company CRM as a glorified rolodex.”
“We have invested in expensive technology and our salespeople still aren’t using it properly!”
Sound familiar? Of course, it does.
At Venator, we have a saying, “you can’t coach what you can’t see, and you can’t manage what you don’t look at.” If we are going to encourage the sales team to use the CRM, first we must drive management to use it as a coaching tool. All too often we see companies attempt to make up for their lack of coaching culture by investing in CRM applications. They spend money on administrators and consultants to customize reports and dashboards. They spend even more for add-on applications meant to “optimize” the sales team’s use of CRM. Although intentions are good, these solutions usually only cause confusion, frustration and a minimalist approach to entering data. At best, salespeople are inconsistent in their use of the technology and at worst they refuse to use it altogether.
Start with Management
Most companies are learning that technology does not fix foundational management issues. For sales management to show their commitment to the technology, it will require going far beyond reviewing activity dashboards, revenue reports, and exported pipeline spreadsheets. If sales managers aren’t engaged and reviewing weekly call notes, opportunities at ALL stages of the pipeline, and behavior patterns related to hunting and closing, then the organization would be better tracking opportunities in spreadsheets and paper call logs. A company CRM is should be a tool for improving management coaching, not a band aid for lack of it.
So where do we begin to make a change? If we are going to solve the problem, we have to evaluate how we are communicating with our sales team. For example, consider the typical email a manager sends to their team about their CRM usage. For most, the focus is on keeping the opportunity pipeline current – asking the team members to update their opportunities by the weekend so the manager can compile their reports. What message is this sending about the value of the CRM beyond opportunity tracking?
What if instead the email suggested that they update all meeting and call notes, new contacts found, as well as their opportunity pipeline with next steps, in prep for a weekly coaching session? The key to driving adoption of the CRM is to transform it from being a reporting technology to becoming a tool for coaching and mentoring.
Repurpose the CRM
Instead of limiting the CRM to just a reporting tool, take a two-pronged approach to repurposing the CRM and turning it into a Coaching, Reviewing and Mentoring platform. Drive all the communication into the company CRM by integrating coaching tools into the system. You can use the ability in most applications to create custom forms, commonly referred to as objects. These include Pre-call Plans, Deal Debriefs, Account Expansion, Weekly Sales Plans and Large Account Targeting tools. These objects drive CRM engagement by adding structure to the communication between managers and their salespeople.
It’s critical that these tools are not viewed as busy work. They are coaching and mentoring tools meant to help managers work with salespeople during team meetings and coaching sessions. By rolling up their sleeves and coming alongside their salespeople, management is leading by example to change company culture and effectively pulling the team into the CRM.
Read what they write
The second prong in repurposing the CRM is to use a scorecard when offering feedback and guidance. We see too many companies trying to drive compliance using a fear-based approach, reducing commission if the deal is not in the CRM. Rarely does this tactic work. Salespeople will carelessly add information at the last minute, simply to avoid penalty. When a manager is willing to take the time to fully review a salesperson’s account and contact activity, pipeline details, and all call notes from the week, it completely changes their level of engagement with their reps. Using a scorecard to give feedback on detailed information added to CRM goes beyond glancing at the summary data generated by a report.
A manager can use a scorecard to offer feedback for three categories:
- Compliance – Did the salesperson do what was expected and asked of them?
- Accountability – Did the salesperson do what they said they would do?
- Critical Thinking – Did they use the company sales process and think through each step?
This approach will create a culture shift that significantly changes the function of the company CRM.
If we want our salespeople to stop minimizing what they put into the CRM, we need to maximize what we get out.
Venator Sales Group is a Sales Consulting, Optimization, & Training firm with a laser-focus on improving every aspect of a client’s sales culture and sales performance. Founded over a decade ago by high-performing, professional sales practitioners, Venator combines a strategic sales management approach with real-world understanding of the factors necessary for success in today’s selling environment. Venator helps companies turn around inconsistent or lackluster sales performance by infusing a sales culture based on accountability, compliance, and critical thinking.
Contact Venator to learn how you can build a more successful, scalable sales team.
Phone – 914-220-5484, Email – Info@venatorsalesgroup.com
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