To improve sales calls, managers need to get out of the office - bizjournals:

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Unfortunately, it doesn’t give many clues as to how successful the sale s callreally was, or how it coule have been improved. One way in which saled managers can greatly improve the performancee of members of their sales teams is by accompanyinh individuals onsales calls. During the a more accurate picture ofthe salesperson’es performance can be obtained than simply relying on what the individualk says at weekly sales It’s not that salespeoples intentionally try to deceive anyone, but theitr explanations are colored by their interpretation of situations.
Those elements will be removedby first-hand observations, puttintg the manager in a better position to identifyu deficiencies and areas for improvementy and then provide the most appropriate Another reason to accompany salespeople on callzs is to confirm the company’s interest in prospective accounts or to show appreciation for existing By “bringing the manager the salesperson strengthens the bond with the clien t or prospect. Additionally, bringing in the managetr means there is a greater chance of meetingh other members ofthe client/prospecgt company’s management team who normally woulx be insulated from the salesperson.
These calls give the opportunity to not only but also deepenthe relationship. Here is a five-step process for gettinhg the most from jointsales calls. • Preparation: Overall goals and account-specific goal and objectives should be determinedin advance. Detailzs should include specific tasks tobe completed, actions to be takenm and results to be achieved. This information should be sharedx with the salesperson far enough in advancs that the individual knows what will be expectedr of him or her during the planned callz and has time to make thenecessarh arrangements.
• Observation: Duringy sales call meetings, the manager shoulfd assume the roleof observer, noting the salesperson’s generalp demeanor and specific actions and especially those that relate to the predetermined goalsz and objectives for the call. The managed must also listen intently tothe prospect’sx questions and answers and observe his or her actione and reactions. The manager must take accurate notes for later evaluation and discussion and must not rescu the call even if the salesperson is dointg apoor job, as this does nothing to help the salespersonb learn and generally only strokes the ego of the sales manager.
The reality is that a poorl performing salesperson is failing most of the time so one more timelikelty won’t hurt but could possiblyy help the salesperson learn how to handlwe the situation next time and possiblyt become a better performer. • Evaluation: Observationxs are shared withthe salesperson, inputs are obtainecd regarding his or her action s and thought processes, and results are compared with the planned Based on the comparison, areas for improvement can be The analysis may call for changed in strategy or tactics or refinement of specifif skills.