America's largest healthcare recruiting firm.

 



For over fifteen years, I have utilized Buckman Enochs Coss to hire over one hundred individuals for Sales and Sales Management positions for a variety of healthcare technology firms. Whether it’s been for Fortune 500 companies or early stage, VC backed start-ups, BEC has always done a terrific job in sourcing top-talent.

Scott Schlesner
Vice-President of Sales
Elsevier

Let Your Sales Team be Patient, but Not Too Patient

Seasoned, experienced sales pros recognize that a fine line exists between pushing a prospect and letting a sale develop naturally. But as a sales manager, it’s your job to help those seasoned experts thrive while also supporting novice sales reps who may not yet understand where the line is, and how much patience is too much. Help your teams make progress without annoying potential prospects (or at least, encourage them to pull back before the annoyance becomes detrimental to an otherwise healthy relationship). Here are a few guidelines to keep in mind. 

Relationships come first, sales come second. 
Help your reps understand the basics of branding, and show them how a person (a potential client) can establish a meaningful relationship with another person OR with a company (yours). Your rep gives a face, a voice, and a personality to the company, but at the same time, their actions can either strengthen or sour that relationship long after they step out of that role. Diplomacy, friendliness, personal consideration, warmth, and respect for the client’s time are small things, but they add up, and their cumulative effect can be strong enough to hold the relationship together if conflicts arise in the future. Encourage your reps to put people first. 

At the same time, the job is the job. 
While modern relationships between reps and healthcare decision makers are slower burning and wider reaching than they were a generation ago, and a shared commitment to patient health will take your company further than a mercenary interest in a single short-term contract, the true goal of a sales rep remains the same: Sales. If the task of relationship maintenance seems to be robbing a rep of valuable time that they could be dedicating to other endeavors, it’s time to step in. Encourage the rep to take control of interactions and push the focus back to the matter at hand.  If their calls aren’t being returned, or their meetings are constantly being pushed or canceled, let your rep know that it’s time to make progress a priority. 

“Annoying” is a relative term. 
At what point do subtle pressure and persistence (good) become annoying (bad)? The answer depends on the client or prospect. The client’s personality, their tolerance levels, the competing demands on their time, and their skepticism of sales personnel may all play a role in how and where they draw the line. In order to land the sale while also maintaining the relationship, your rep will need to learn to read these factors and form an assessment based on art, science, common sense, and experience. And of course, on your mentoring and guidance. Allow them to learn by making mistakes, but step in quickly if you see mistakes taking place without consequent growth.

If you are looking to add the right sales professionals ready to foster and nurture long-term relationships, contact the medical sales recruiters at Buckman Enochs Coss and Associates.