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and then you got ongoing training and there's again two roles for ongoing training is to improve skills to improve technique and then just also motivation I had my sister-in-law had a sales job where as part of a sales training the sales manager read the book green eggs and ham and green eggs and ham is all about persistence and would you like it this way would you like it this way would you like it this way until the customer finally says yes but again just dealing with that rejection getting people to face another day of yeah getting up there and compensation this is there's a saying that compensation is an art as well as a science we talked before one of the distinguishing features of a sales job is it's going to be performance-based compensation which means at least some of your pay is based on productivity this is not a bad thing salespeople are motivated by money and if you're motivated by money sales is a great job because that's how you keep score so it's not just what you earn but it's how you keep score but the point is sales people will do what's in their best interest so as a sales manager with compensation recognizing that generating transactions is the thing that has the most direct impact on a sales person's income and there are those other roles of the salesperson that you want them to do you want them to do the market research you want them to develop new customers you want them to do the follow-up and so what you need to do is there's a balance between performance-based and guaranteed compensation and the idea is if I'm at a hundred percent guaranteed compensation there's absolutely no incentive for me to work hard because I get paid the same whether I sell anything or not for the hundred percent commission there's no incentive for me to do anything but get to sail there's no incentive for me to treat the customer ethically and there's no incentive for me to do any of the other stuff so this is where the balance comes in here's the guarantee you have control over the commission part or the performance-based is motivating and depending on what you want them to do we want to design a structure that I might have a 30% guaranteed and part of the expectation is that you come in for a weekly sales meeting and that you do a certain amount of your time cultivating new accounts and then the 70% compensation and you generate that by getting commissions so again you if if you want a sales person to do something it needs to be in the compensation package somehow that there's a reward for doing what you want them to do again I remember I was working with one of my competitors reps thank goodness and he'd former rep and he had talked about they had made a major push for new accounts where they wanted people to call my new accounts and what they did is they gave a $5 bonus for every new account that you you called on and the guy said this is great I just sit down over lunch and I'd write down all of these calls that I made send him in and make some good money he didn't make the calls he just wrote them down on paper which leads us to supervision so how do you know what's going on with salespeople there's a lot of stuff going on there one you want to make sure that they're doing what you want to do and also this is skills development you want to make sure that you know that they're growing as a salesperson they're becoming more important to you it's common in sales organizations to have some kind of a regular meeting which is half motivational half training and then it's very common in sales to have the sales manager especially in outside sales a company sales people on calls one just as a way of observing and training and the other is sometimes have a more senior title is impressive to customers and then performance evaluation yeah and really this ties directly to compensation is if your compensation structure is consistent with what your expectations of salespeople are then you would expect that salespeople are doing the things that you want them to do and then evaluation is just looking at goal setting and are there things that we can do to improve your performance I think that's what we have for sowing so I will not see you next week yes question hang on we got question yeah so I get the other side of sales is that once you make quota then the quota goes up and at some point yeah salespeople it's in their interest to move again it's a there was that antitrust suit against all of the big tech companies where they had a gentlemen's agreement that you won't hire each other's employees and they got sued under antitrust and lost because that was restraint of trade but yeah and the anti-poaching agreement was anything else and remember you are what you eat will it be turkey or ham