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Loud and Clear: Delivering a Consistent and Positive Message to the Field
The Complexities of Multistate Taxation

Loud and Clear: Delivering a Consistent
and Positive Message to the Field
by Francine Watkins

The fate of a multimillion-dollar hotel chain depends on the 19-year-old behind the front desk. That bold statement was the introduction to a sales course I taught decades ago-yet it has stayed with me all these years. In just a few words, it communicated a powerful message to business leaders: The person at the point of contact could make or break their businesses. There's a message there for direct selling companies, too. The words and actions of the headquarters staff can have considerable impact-positive or negative-on the field.

I'd be remiss if I didn't first acknowledge that today's technology has replaced much of the human contact that was necessary a few years back-and why not? It's cost effective and highly efficient. Yet in a strong people business like direct sales, every executive must be assured that specific questions are answered satisfactorily regarding the technology the company chooses. Is it user friendly? (Can they figure it out without reading a manual?) Is it easy to place an order, make an exchange or solve a problem? Is the data that team leaders depend on easy to access and understand? Can salespeople get a human voice without going through an endless list of options? (A company can lose new people simply because they find it too difficult to do business.)

At the risk of generalizing, many of those who choose sales are not detail-oriented-they are people-oriented! They love that human connection. Yes, the team leader is there to provide that connection but, realistically, that doesn't always happen. Plus, direct sales companies pride themselves on a "we're a family" image. Obviously, the staff is an integral part of that family. They have the power to build-or undermine-the people who ultimately grow the business. And the simplest words or the subtlest tone can make that difference.

So what can company leaders do to ensure that those within the organization demonstrate-by their words and actions-that they appreciate and respect the salesforce? The obvious answer is training. It doesn't need to be complicated training. But it does need to be modeled at all levels and reinforced periodically. From what I have learned in my many years in direct sales, both in the field and at the corporate level, I offer the following seven reminders:

1. Help your employees have a clear picture of their primary customers-the field. Here's an exercise worth some of your valuable time. Make a laundry list of the many adjectives and phrases that describe your sales team. My guess is, it will be a long list that reads like a cross section of America, everything from mother of small children to former executive, from insecure part-timer to confident top leader (who started out as an insecure part-timer), from the overwhelmed to the highly driven-all with different needs.
   
   Let's consider what it takes for those you have described to succeed. It takes a strong belief in what they're offering, courage (they'll get no's-plenty of them), resilience, internal motivation, focus and the gumption to go out there and find those who need and want your products or service. And if they are leaders, they are responsible for sponsoring, training, motivating and inspiring others. All that, and they are with your company because they choose to be. They're volunteers!
   
   I know all this isn't news to you, but you'll want to make sure your staff gets it for two reasons: First, when they have a clear understanding of the salesperson's world, both who they are and what they do, they are likely to be more accepting when they must deal with the few challenging individuals. Second, it fosters respect. Your home team has a better grasp of the determination and effort it takes to succeed in sales.
   
   There's another, unspoken reason why it is valuable for your staff to understand and appreciate the salesperson's world. Employees know that top sales performers are making a considerable income. And whether they're consciously aware of it or not, a few may feel a little resentment or even jealousy. (It's just we humans being human.) When employees have a better understanding of what it takes to make that income happen, they are less likely to have those negative feelings.
   
   
2. Point out to your staff the benefits of their having a warm, friendly, upbeat and attentive attitude. It can make the salesperson's day, big time. (Sometimes when they need it most.) If you overhear a staff person exemplifying this behavior, acknowledge it. If staff members receive complimentary letters, post them in a conspicuous place. And periodically remind your home team what you already know so well: No matter how efficient the distribution system, no matter how outstanding the product or service, nothing happens until somebody sells something. The salesforce "makes it happen" and everyone benefits.
   
   
3. Let your service team know the incredible power of empathy. When a salesperson has a problem or complaint, the first words out of the employee's mouth should communicate understanding. This doesn't mean the employee should admit company responsibility before getting details, it simply says, "I care." I am constantly mystified by the utter lack of empathy on the other end of the line when I call a company with a complaint or problem. I'd guess it happens about 99 out of 100 times, once I finally get a human voice, that is. On a bad day I've even said, "I don't get the feeling you really care."
   
   It's so easy to say something like, "I'm so sorry you've been inconvenienced," or, "That must have been frustrating," or "I can certainly understand why you're upset. Let's see how we can solve this problem as soon as possible," and, if it fits, "I've had it happen to me-no fun." Not perfunctory statements, but sincerely felt responses, the kind we would say to a friend. It's amazing how a few caring words can turn around the unhappiest person.
   
   
4. Cover basic telephone etiquette. If an employee must leave the phone to check on a problem, ask that they keep it to about a minute. (It's surprising how interminable even a minute seems when someone is hanging on the line.) If they need more time, ask them to return and let the caller know why. If others must be consulted, ask the employee to set a call-back time. If they are unable to meet that commitment, a quick call to set a second time sends a powerful message: I'm true to my word. Is this simply good, basic customer service? Sure. But do your employees truly grasp the importance of these actions?
   
   
5. Let your employees know how much their words of encouragement or praise mean to the salespeople. This is true for the most successful leaders as well as the newest salesperson. Imagine the effect the following can have: "Wow, what a great week," or, "Say, you're off the ground now," or, "You're such an outgoing, fun person. I'll bet your customers love you," or, "There's no stopping you now," or, "Ah, one of my favorite people. What can I do for you?" When these words are spoken from the heart, they do wonders to build others. It takes so little effort. One other quick reminder: We humans love hearing our name (it separates us from the rest of the pack). Encourage employees to make a concerted effort to remember and address the sales team by name.
   
   
6. Be candid with your home team. If you are facing a major operational change or are working to solve a massive challenge, prepare them. Let them know what to expect and for how long. Remind your staff that because this challenge could temporarily affect their livelihoods (or make it a little difficult for them to service their customers), the salesforce may be impatient or even a little testy from time to time. (This doesn't mean your employees should tolerate abusive language. Although it happens rarely, those exceptions should be turned over to a supervisor.) Ask them to be a little more patient and understanding.
   
   During a difficult time, be more visible. Thank your headquarters team for the extra effort and longer hours. Have a pizza break or give out gift certificates to a local restaurant. And when it's all behind them, consider having a "Whew, we did it" celebration. It doesn't need to be a big deal. But it's one way to let your staff know you value them and the way they have handled the pressure and, most importantly, how much you appreciate how well they treated the salesforce during a tough time.
   
   
7. Be aware that it is equally vital that your salesforce know and appreciate your staff. The goal is mutual appreciation and respect. It's difficult for your home team to reach out to the field if they feel they are being treated like lackeys or if they get the impression they are being taken for granted. Let the field know employees' backgrounds, their families and their dedication. If your headquarters team has pushed to accomplish something that benefits the salesforce, shout it from the rooftops!
   
   If you aren't doing so already, periodically write a brief profile of employees in the company news bulletin. You might even include their hobbies, their most admired personality trait or even a humorous story. (People love to read folksy tidbits about others.) At company events, plan to have staff mix socially with attendees. Encourage them to ask a few thought-provoking questions like: What drew you most to this business? How do you stay motivated? What one bit of advice would you give a new person? What have you learned the hard way? How do you balance your home life and your professional life? Ask your staff to seek you out after the event and share something they learned that impressed or surprised them. You are building relationships.
   
   I sometimes wonder how many independent salespeople quit partly (or mostly) because of the attitude, manner or words of an unthinking or untrained staff person. There is no way to measure that loss. There is a way to prevent it. Let your staff know exactly what they can do to make sure the salesforce knows they are respected and appreciated. Also let them know the enormous effect their words and actions have on the long-term success of the company.
   
   It's not two camps. It's one-with a common goal! Your home team should grasp that what you are asking of them is an integral part of the company culture. It's simply the way you do business.

Francine Watkins is the author of From the Ground Up: The Lift You Need to Succeed in Direct Sales. She has served as sales trainer and Vice President of Educational Services for a Fortune 500 company. She has co-created an interactive, in-depth, leadership seminar, which she has facilitated in the United States, Canada and Australia. Contact Watkins at info@directsellingedge.com or visit www.francinewatkins.com.