Attitude Issues That Keep Your Sales Team From Winning Deals

Attitude Issues That Keep Your Sales Team From Winning Deals

Dan Sincavage
Attitude Issues That Keep Your Sales Team From Winning Deals

In sales, success begins with the right attitude.

Developing and maintaining a positive outlook toward earning new business for your team is the key to hitting goals and team targets. It may sound oversimplified but it’s true. Top performers are those who expect that they will deliver top results. Because of this mindset, their actions are geared towards producing stellar numbers. Simply put, salespeople who carry a positive attitude are those who experience success.

That said, the attitude of a sales team is tantamount to the results they produce, to their contribution to the company’s bottom line, and their ability to continue developing relationships with the right prospects.

Getting the right attitude to continue winning deals is not an easy feat. In a high-stress environment, there are many pressures. Getting the right attitude as a salesperson–and as a whole sales team–takes serious work.

Here are three weaknesses your team has to watch out for.

Entertaining mental noise

Mental noise is that constant negative chatter that never stops. Eventually, it convinces the “sufferer” that the negative thoughts are facts. This inner conversation is highly counterproductive and can kill the drive of even the most motivated salespeople.

It’s typical for sales professionals to not only believe their mental noise but to believe that “what is will always be”. If you’re stuck subscribed to your mental noise, you think that the way you do things is the only way to do things. You fail to question the effectivity of certain practices and productiveness of certain ways of thinking just because they are so embedded in the way you operate.

If you let your mind convince you that negative thoughts are factual and that the way you currently do things is the best way, you will never improve your practice. You will be stuck in your current way of doing things–therefore stuck with your current results.

Deciding for the prospect

Too many salespeople fail because they think they know how the buyer is thinking. This is often the result of applying their own way of deciding on purchases to that of the customer they’re selling to. An example of this is a salesperson selling a subscription-based software thinking that a customer would definitely not buy without a trial first. This salesperson often unnecessarily lengthens the sales cycle, costing the team both time and money.

This weakness is amateurish and shows a salesperson’s inability to read and comprehend a prospect’s clues and buying signals. This skill takes practice. It starts with doing deep research on each prospect, understanding their needs, and tailoring all conversations so you add value to a prospect while not dropping your goal which is to close the deal.

Fixation on getting on a prospect’s good side

Everyone wants approval. For salespeople, this need for affirmation and favor can wreak havoc on their sales goals.

It’s true that sales prospects need to trust a rep before they would ever buy, but too many salespeople make the mistake of getting fixated on getting a prospect’s approval more so than they are focused on getting a prospect’s business.

If you’re a sales rep focused on getting liked by a prospect, it’s so easy to lose sight of the real goal: getting them as your customer. This leads to really bad decisions like unnecessarily lengthening sales cycles, inability to detect buying cues, and failing to bring up crucial conversations like those around budget and business challenges.

Remember that your bond with a prospect should always be primarily geared toward benefiting your business and theirs.

Being aware of these weaknesses and mistakes gives your sales team the chance to make the necessary changes so you can all perform better.

In the same vein, it is also important to continue fostering positive behavioral practices in sales teams. Here are three crucial mindsets salespeople need to espouse in order to stay successful.

Believe in the power of the mind

While it may sound like voodoo, it’s been proven time and again that positive thinking reinforces productive action. Believing that deals are closed before really helps salespeople talk to prospects like business partners and not like people they need to desperately convince. Considering a deal closed helps sales pros take steps that actually make the sales happen.

Trust your ability to sell

People assume sales reps to be among the most confident of people. This may be true to some extent, but self-doubt is something that plagues many sales teams.

As with any type of work that involves direct communication, confidence is key. That said, ensuring that you continue to boost confidence in yourself and your team is of utmost importance in sales.

You can only convince others if you are convinced yourself. If you doubt that you can sell or doubt that your product can deliver what you say it does, forget about closing sales.

You need to believe in your ability to sell and your product’s ability to help customers. Of course, it all begins with developing your skills and understanding your product inside and out.

Acknowledge your achievements and strengths

Salespeople face challenge after challenge each day, making it difficult to see achievements for what they really are. It’s so easy to get bogged down by obstacles like difficulty to set appointments, a long sales cycle that didn’t end favorably, or a prospect won out by competition.

However, the cutthroat environment in sales makes celebrating strengths and achievements all the more crucial. This enforces a positive outlook not only in salespeople as individuals but as a team. Managers must make sure to usher the recognition by highlighting both small and big milestones, as well as activity-based metrics, to keep teams driven.

Embracing and keeping the right attitude is absolutely crucial for any sales team. To boost team productivity, watch out for the weaknesses mentioned above, and at the same time, encourage a more positive outlook to reinforce positive actions.

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Dan Sincavage

Dan Sincavage

Dan is a Co-Founder of Tenfold and currently serves as the Chief Strategy Officer. Dan oversees the Tenfold sales organization, manages strategic partner relationships and works with key enterprise accounts to ensure their success with the Tenfold platform.

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