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Part 4: The key behaviours that drive high-performance contact centre sales people

Posted by Tony Hall on 8 May 2018
Part 4: The key behaviours that drive high-performance contact centre sales people

Since May 2013, many high performance B2B contact centre sales people have completed a Diamond Assessment. These people support their external sales teams providing customer service and both inbound and outbound sales.

We have established that there are 7 key behaviours that drive these high performers. The behaviours do vary across the various industry segments; however these 7 behaviours always seem to rise to the top.

The first behaviour we presented was an INITIATIVES behaviour:
"Proactively working toward solving customer problems through innovative ideas."

The second behaviour was a CADENCE behaviour:
"Demonstrating resilience to the barriers and issues that could negatively impact on the delivery of value both internally and externally."

The third behaviour was an INSIGHT behaviour:
"Looking for the real answers from customers by asking appropriate questions and observing their actions."

The fourth behaviour is a CUSTOMER VALUE behaviour:
"Proactively working towards mutual value for the customer and your organisation."

This behaviour drives greater customer loyalty and higher share of wallet results as the high performers proactively drive outcomes that deliver mutual value. They demonstrate an appropriate balance between what is valued by the customer and the needs of the company.

They recognise that long- term business requires satisfied customers', but they also recognise the need for the company to make a profit. Gouging or "stitching up a customer" is an unacceptable way of thinking and acting for the high performer. They maximise margins based on their ability to deliver real value to the customer, as measured by the customer.

The high performer maintains a balance of fairness to both their company and the customer. They are always asking themselves; "what value will this approach/solution deliver to the customer?"

To improve the performance of your team members, select a behaviour to focus on over the next couple of months. Make sure that you discuss the behaviours with your team member and plan on how they can apply the behaviour each week. At the end of the week discuss the impact these behaviours have had on their performance.

Look out for the fifth sales behaviour in a couple of weeks.

Missed a previous blog in our 7 part series.  Read more here:

 

Author: Tony Hall
About: Tony spent the first 15 years of his career in the retail industry in sales, product management, product sourcing & buying, advertising and general management. The past 20 years he has been in sales & marketing, specialising in sales and sales management behaviours. He has worked with sector leading companies within automotive, banking & finance, capital equipment, construction, retail, insurance, manufacturing, media, professional services and IT industries. As a sales and sales management behavioural expert, Tony has assisted clients to achieve incremental growth, increase market share and profitability through proactive customer engagement and robust go-to-market strategies. He has a strong track record of delivering measurable results for his clients.
Connect via: LinkedIn
Tags: High Performance Sales Sales Behaviours Initiatives Customer and Stakeholder Value Sales Relevance Sales Growth Cadence Mindset Sales Leadership

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