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Part 7: The key behaviours that drive high-performance contact centre sales people

Posted by Tony Hall on 19 June 2018
Part 7: 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 was a CUSTOMER VALUE behaviour:
"Proactively working towards mutual value for the customer and your organisation."

The fifth behaviour was an INSIGHT behaviour:
"Taking a balanced view of information and using multiple sources to validate this information."

The sixth behaviour was a CADENCE behaviour:
"Appropriately planning and prioritising what you do in your role."

The seventh (and final) behaviour is an INITIATIVES behaviour:
"Acting with a sense of urgency when addressing customers wants and needs."

In a contact centre environment, the high performers act quickly when they uncover a customer need, they recognise that the best way to impress customers is to respond quickly and with a sense of purpose.

They also act with a sense of urgency when they perceive a change in a customer's attitude as this is an early warning sign that the customer may be dissatisfied with the company or its offerings.

When a high performer uncovers subtle changes in the relationship between your company and the customers, they communicate this appropriately within your organisation. They will also act immediately internally when the customer has expresses a need to seek alternative suppliers to meet their stated needs or wants.

This is the last blog in this series, please reach out if you would like to understand how to drive the right behaviours to improve sales performance.

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

 

Tony HallAuthor: 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: Call Centre High Performance Sales Sales Behaviors Initiatives Customer and Stakeholder Value Sales Relevance Sales Growth Cadence Mindset Sales Leadership

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