5 Keys to Building a Dynamic Self-Management Sales System

The first and most important key to building a dynamic self-management sales system is to develop an effective practice system in which you can consistently put your sales techniques into action. It is also imperative for employees, managers, and executives to have the knowledge and skills required for this type of work, from a wide range of customer service skills to customer facing presentations.

The second key is understanding which factors are more important than others so that your company can create positive momentum that helps build the community. The third key is creating a sense of identity with your role as well as being aware of what else needs to be done in order for you performer not just on one part, but all parts. The fourth key is developing the ability to connect with people, and the fifth key is knowing how to keep your motivation high.

The first key in building a dynamic self-management sales system is to develop an effective practice system in which you can consistently put your sales techniques into action. It is also imperative for employees, managers, and executives to have the knowledge and skills required for this type of work, from a wide range of customer services skills to customer facing presentations.

The second key is understanding which factors are more important than others so that your company can create positive momentum that helps build the community. The third key is creating a sense of identity with your role as well as being aware of what else needs to be done in order for you performer not just on one part, but all parts. The fourth key is developing the ability to connect with people, and the fifth key is knowing how to keep your motivation high.

In a 2001 conversation between Graham Brown-Martin and David Maister, Maister warned people about the dangers of self-management. He pointed out that in many organizations even managers can have a tendency towards it making them “over-rely on their individual employees for such mundane issues as timekeeping, expense reporting, quality control and so forth”. The danger of this kind of behavior is that, "One day you could discover that the level of productivity was so low that the ministry had to let a thousand more people go, not because the extra people weren't needed, but because it was time for a staff change." 

Graham Brown-Martin agrees with Maister's concerns about self-management. He says, “Unfortunately there is some evidence [that] managers can over-rely on their employees for such mundane issues as timekeeping, expense reporting and quality control.” He goes on to add, “If you give too much power to the individual, they will make special provisions for themselves and not comply with maximum productivity standards.”

In order to create a more dynamic self-management sales system, you must first determine what is important. This decision should be determined by asking yourself these two questions: 

Then once you have established what is important you should determine which factors are more important than others. This can be achieved by asking these three questions: 

Once you have established which factors are more important than others, then your company can create positive momentum that helps build the community. The reason that this is important is because you must have a positive vibe to help build your customer satisfaction and trust.

The third key in building a dynamic self-management sales system is creating a sense of identity with your role as well as being aware of what else needs to be done in order for you performer not just on one part, but all parts of the process. The most important thing to remember is that you should always be ready, willing, and able to take on the tasks at hand and make sure that the outcome is favorable. In order for this to be successful, everyone must understand their part in the system and how they can work together as an effective mechanism.

Conclusion