Getting Past the “I’m Not a Salesperson” Hurdle

Lana J. Chandler
February 18, 2009 | COMMENTS

People who work in financial institutions—regardless whether they work in a branch or another area—do not consider themselves to be salespeople. “Regardless of their role, however, they represent the institution and therefore are in a sales role,” points out Bruce A. Clapp, president of MarketMatch in Englewood, Ohio. “Sales role” simply means you have interaction with a client and have the ability to influence their loyalty and use of the institution.

To help employees jump the hurdle, Clapp advises:

Focus on Key Behaviors

These behaviors center efforts on important activities that create leverage:

• Reaching out to key clients (e.g., notes, calls)
• Keeping in contact with centers of influence people and firms
• Keeping track of individual and group results
• Sharing the organization's progress

Mentor Your Staff

“When you coach and mentor staff, it helps bring marketing to life. It's not a ‘marketing program' but how the institution does business and this is how I can help or participate,” says Clapp.

• Share “how to” ideas. For example, give employees examples of “how to” filter opportunities. Having a “filter” means you hear opportunities from the stories clients share (my son just had an accident = need a new car).
• Practice interactions.
• Give feedback immediately following client interactions.
• Provide tools for making the client interactions easier (e.g., lists, decision trees).

Set Expectations

“Setting expectations and the complement—examining results—are both very important. They make it clear what success looks like, how to get there, and that you will be there to help and measure,” Clapp says. “We do what we are measured on.”

• Clarify expectations.
• Involve the staff in setting goals and expectations.
• Have clear measurement points.
• Have clear rewards and consequences.
• Have clear support channels.

Inspect the Results

“Inspecting the results is measuring progress toward expectations,” Clapp says. “Have measurements at intermittent levels so that employees can get help along the way if they are falling short.” Provide employees with:

• Clear definition of success
• Clear reporting
• Clear rewards and consequences

Recognize Success

“Holding conversations on progress allows you to recognize when people are having success and lets them know you are pleased. It also allows you to mentor and coach when the staff is falling behind,” Clapp says. “Consistent times and meetings on progress mean everyone is involved and engaged in the success and that support is present and clear.”

This story appeared in Branch Manager's Letter and is reprinted with permission. Contact publisher Lana J. Chandler at 304-343-0206 or Lana@BranchManagersLetter.com.