To improve sales calls, managers need to get out of the office - Austin Business Journal:

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Unfortunately, it doesn’t give many clues as to how successful the sales callreally was, or how it could have been improved. One way in which sales managerxs can greatly improve the performance of members of theid sales teams is by accompanying individuals onsalesa calls. During the a more accurate picture ofthe salesperson’s performance can be obtainex than simply relying on what the individual says at weeklhy sales meetings. It’s not that salespeople intentionall y try todeceive anyone, but theid explanations are colored by their interpretation of situations.
Thosre elements will be removedby first-hand observations, putting the manager in a betterd position to identify deficienciew and areas for improvement and then provide the most appropriatee help. Another reason to accompanyu salespeople on calls is to confirmthe company’es interest in prospective accountsx or to show appreciation for existinvg accounts. By “bringing the manager in,” the salespersonm strengthens the bond with the clientor prospect. bringing in the managerd means there is a greatert chance of meeting other members ofthe client/prospect company’s management team who normally wouls be insulated from the salesperson.
These callsd give the opportunity to not only but also deepenthe relationship. Here is a five-steo process for getting the most from join tsales calls. • Overall goals and account-specific goals and objectivea should be determined in Details should include specific tasks tobe completed, actionds to be taken and results to be achieved. This informationn should be shared with the salesperson far enough in advancse that the individual knows what will be expecteds of him or her during the plannee calls and has time to make thenecessary • Observation: During sales call meetings, the manager should assumee the role of observer, noting the salesperson’s general demeanotr and specific actions and reactions, especially those that relatre to the predetermined goals and objectives for the The manager must also listen intently to the prospect’s questions and answerxs and observe his or her actions and reactions.
The managetr must take accurate notes for later evaluation and discussion and must not rescue the call even if the salespersoj is doing apoor job, as this does nothinb to help the salesperson learn and generallty only strokes the ego of the sales The reality is that a poorl y performing salesperson is failing most of the time so one more time likely won’y hurt but could possibly help the salesperson learn how to handlse the situation next time and possibly becomre a better performer. • Evaluation: Observationse are shared with the inputs are obtained regardinb his or her actions and thought and results are compared with theplannef objectives.
Based on the comparison, areas for improvement can be identified. The analysiss may call for changes in strategy or tactica or refinement ofspecific skills.