Q – My sales team recognizes the importance of focusing on high-potential accounts, yet they struggle to implement this strategy. How can I encourage them to follow through on what they know is best?
A – This is a common challenge that has been encountered throughout history: getting individuals to act in accordance with their understanding of the best course of action. For a bit of insight, the Apostle Paul, in the New Testament book of Romans, expressed a similar struggle: “I do not understand what I do. For what I want to do I do not do, but what I hate I do.” It’s clear that even the most well-intentioned people can struggle to align their actions with their intentions.
However, just because this issue has persisted for generations doesn’t mean it’s insurmountable. There are several strategies you can employ.
First, it’s important to identify the root of the challenge. There are two main factors at play: habit and self-image.
Habit is a powerful force that influences anyone’s daily activities, particularly salespeople who are constantly making decisions about their time and priorities. The pressure to be productive can lead salespeople to revert to familiar routines, even when they know those routines may not be the most effective. For instance, if a salesperson has always spent Monday mornings in the office, breaking that habit to focus on sales calls can be daunting—especially when the new strategy feels uncertain and risky. Confronted with the discomfort of change, they might choose to engage in administrative tasks instead, simply because it feels safer.
Self-image can also significantly impact performance. Some salespeople may feel inadequate when it comes to engaging with high-level executives, perceiving themselves as more suited to interacting with lower-level personnel. This self-image serves as a barrier to pursuing high-potential accounts. People tend to revert to their self-perceptions, so if a salesperson sees themselves as someone who connects best with “regular” employees, they will likely avoid making calls to decision-makers.
To address these issues, your first step is to determine which factor—habit or self-image—is most significant for each salesperson.
If habit is the issue, you can help them change by setting clear expectations, offering incentives for desired behaviors, creating consequences for non-compliance, closely monitoring their progress, measuring results accurately, and publicly acknowledging their successes. For a more in-depth exploration of this topic, feel free to refer to my article “How do you change the behavior of an experienced salesperson?”
On the other hand, if self-image is the primary barrier, changing it is a more complex challenge. Transforming one’s self-perception usually requires dedicated effort. In this case, consider accompanying the salesperson on visits to C-level executives, providing coaching, modeling appropriate behavior, and offering training. However, be prepared for this to be a longer, more challenging journey, with only gradual success.
My recommendation? While working on self-image, focus the salesperson on accounts where they feel confident and comfortable, and consider assigning someone else to handle the high-potential accounts.
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