You can improve your sales team's performance by accompanying them on sales calls. During the calls, you will obtain more accurate pictures of their performance than the ones they paint during weekly sales meetings or sales call debriefing sessions. It's not that they intentionally try to deceive you, but their explanations are colored or filtered by their interpretations of their situations. Those elements are removed by your first-hand observations, putting you in a better position to identify deficiencies and areas for improvement and then provide the most appropriate help.

Another reason to make joint calls with your salespeople is to confirm your company's interest in prospective accounts or appreciation for existing accounts. By "bringing you in, " the salesperson strengthens the bond with the client or prospect. Additionally, by virtue of your "potency," you have a greater chance of meeting other members of the client/prospect company's management team who would normally be insulated from your salesperson. These calls give you the opportunity to not only strengthen, but also deepen the relationship.

Here is a five-step process for getting the most from joint sales call activities.

STEP 1: Preparation
The first step is preparation. As you might guess, this is the most important step. You must decide exactly what you want to accomplish. You should develop overall goals and account-specific goals and objectives. Details of your preparation should include specific tasks to be completed, actions to be taken, and results to be achieved.

This information should be shared with the salesperson far enough in advance of the event so he not only knows what will be expected of him during the planned calls, but also has time to make the necessary arrangements.

STEP 2: Observation
The second step is observation. During the sales call meetings, you assume the role of conscientious observer - noting the salesperson's general demeanor and specific actions and reactions, especially those that relate to the goals and objectives for the call. You must also listen intently to the prospect's questions and answers and observe his actions and reactions. You must take accurate notes for later evaluation and discussion.

STEP 3: Evaluation
The third step is the after-the-call evaluation. You share your observations with the salesperson, obtain his input regarding his actions and thought processes, and compare the results of the call to the planned objectives. Based on the comparison, areas for improvement can be identified. The analysis may call for changes in strategy or tactics or refinement of specific skills.

STEP 4: Modification
The fourth step is modification. Once areas for improvement have been acknowledged, you help the salesperson identify the specific changes to his strategy, actions, and/or way of thinking that would likely have brought about an outcome in the previous call closer to the planned objectives.

STEP 5: Assimilation
The fifth and final step in the process of working with your sales team member in the field is assimilation. In this step you begin the process of helping the salesperson develop his skills and incorporate the identified changes into his behaviors.

Some of the "lessons learned" from a call -- a specific strategy to use, a line of questioning to follow, or a particular tactic to employ - can be immediately applied to the next call after some discussion and perhaps some impromptu role-play. If you are making several sales calls with your salesperson during the day, make sure you schedule enough time to not only debrief each call, but also pre-brief the calls so the lessons learned from a call can be immediately applied to subsequent calls.

Accompanying your salespeople on sales calls can play an important part in improving their performance. If you follow the five-step process outlined above, you will not only be able to prepare for, conduct, and learn from the calls, but also put the lessons learned into action.

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