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The strongest houses are built on the strongest foundations. No matter how well-constructed and reinforced the walls and roof are, none of it will stand under stress if the foundation is weak. Conversely, a strong foundation will help strengthen an imperfect structure.

The success of individuals on your sales team and the direction of your sales efforts are directly linked to the strength of the foundation of expectations the sales manager establishes for his or her team.

The link between a strong foundation of clear expectations and the closing of high-value business is obvious. We have previously discussed the relevance and impacts of compensation as an influencing factor in behavior and success. These compensation factors are usually apparent and easily quantified.

A sales manager's efforts in laying a strong foundation by setting expectations will not be as obvious to most salespeople as compensation. However, clear, focused expectations are an important aspect to performing the sales management function. Sales managers will need to spend more time explaining and implementing their foundational items than defining the compensation plan, but the time invested will lead to strong, repeatable revenue.

Components of a strong foundation are easily translated into expectations. First let's look at an individual example.

--Communication--

If a sales manager knows from a Select Metrix assessment that a salesperson's preferred communication style lends itself better to email for daily communication, don*t expect the best results to come from a hurried phone conversation. The sales manager needs to set his or her own foundation and expectation for specific communication with this individual on most matters using email. Also, they will have to briefly outline and discuss the exceptions that would make a phone call the more effective choice (urgency comes to mind).

Now let's look at the expectations in a corporate example.

--Selling Process--

How does the sales manager act, or react, in a certain situation? Rather than being reactive, the sales manager should take a proactive approach and set expectations with their sales team well in advance.

If he feels most effective with 4 or 5 relevant pieces of information in front of him before discussing an opportunity, the proactive approach is to establish those criteria and expect them from the entire sales team. No playing favorites here - the salespeople must know that they are expected to have these pieces of data before discussing any potential prospects.

This data may be something as simple as being assured that the specifics of money, budget, timing and competitors are adequately qualified. Perhaps it's a warning flag item as a result of a competitor's tactics from a recent deal. If you set the expectation, most salespeople will respond accordingly. In terms of existing salespeople, it may take some time and a few painfully short conversations for the sales manager to receive the information she needs in advance. The ability of a sales team to qualify the proper information is one of, if not the most important aspects of a strong foundation.

--Two Suggestions--

One suggestion to help quantify this approach is to develop a clear process that has been laid out and explained to the sales team. We recently went through our own internal process in designing our soon-to-be-released AMP program (Amplify and Maximize Potential). Our internal process not only resulted in the AMP offering, but also built a foundation using our own products, capabilities, people and other resources. Internally, we all have a clear understanding of what AMP is intended to accomplish and how we will deliver the program. It took some time, but we feel that this proactive process will be effective in delivering the most effective program possible.

Another suggestion is to take the time to profile your ideal sale. You will be amazed at what kind of information you can gain from a detailed look at deals won and opportunities lost. You can also gain a perspective of your own internal impacts. Have you ever wondered how closely aligned your delivered product is with your sold product? The answer to that question can be enlightening. Personally, I like to ask salespeople if they have ever wondered what the impact of a deal, a concession, a rushed timeline could have on the janitor or the cleaning people. I usually receive a blank stare. The point is to understand that every decision has an impact on the organization in some way.

When a sales manager decides to be proactive -- build a foundation by setting expectations and following through * she is on her way to establishing an underlying strength on which she can place the building blocks for the structure of the sales organization.