Tuesday Tuneup- #38
Fixing a bad sales culture
This week's edition of the Tuesday Tuneup is sponsored by:
I’ve worked with a lot of finance companies through the years and Ed at Finturf is one of the best. Finturf understands the level of anxiety and frustration your salesperson and your homeowner may have during the financing portion of the sales process. Finturf is a tool that is designed to give your salespeople and homeowners the best financing experience at the kitchen table. With one credit application, they utilize technology to provide the highest probability of approvals for your homeowner. Run ONE application, get approved, sign loan docs, complete the job and get paid, all from the same ecosystem!
Happy Tuesday everyone!
This week I had a great conversation with a struggling sales manager and I know she’s not alone… We’ve all been here. So, what better topic for this week's edition. Here’s where she’s at, in a nut shell.
Sales used to be great a couple years ago, but has been slipping to all time lows.
The company is really worried about sales and lack of consistency (No real idea of what they are going to sell month to month).
Sales team is well established and has been with the company a long time.
The sales team also is a mixed bag of people working part time, working whatever they want, selling whatever products they want and generally lacking any real organization.
Lots of negativity on the team, which the manager is also validating.
Overall “Can’t do” attitude on the sales side.
Before I dive into a step by step plan to help get this team back on the right track, let me be clear.
No team can outshine a manager whose attitude holds them back; the leader sets the ceiling for success.
Being a sales manager is not for the faint of heart. You have to be good at sales and good at managing. Positivity, ownership of problems and the ability to keep a team focused are MUST have requirements. I believe everyone has these capabilities inside of them, but most of us have to develop them to the point that they become natural. If you are a sales manager or hope to be one someday, focus on your mindset above anything else.
Thankfully, I think this manager wants to be in the position and is committed to rebuilding this team.
Here’s what I would do to get this thing turned around.
Step 1: Diagnose the Problem with Transparency and Honesty
Start by taking a hard, objective look at where things are going wrong. Gather feedback and data to understand the underlying issues, and communicate openly with your team. Ask questions like:
Are team members clear on expectations and goals?
Do they feel supported, valued, and motivated?
What specific obstacles are holding them back?
This is the time for honest assessments, both of the team’s performance and of your own leadership practices. Are there communication gaps? Are processes confusing? Make transparency a two-way street so your team feels comfortable bringing their insights to you.
Step 2: Commit to Creating a New Vision
Involve your team in shaping a shared vision of what you all want the culture to look like. Let them know you value their input by inviting them to share what they feel needs to change and what kind of culture they would like to work in. This buy-in is essential; when people feel they’ve had a hand in designing their work environment, they’re more likely to commit to it.
Hold a vision-setting session with your team to cover:
What values and behaviors you want to prioritize—whether that’s respect, accountability, or open communication.
Examples of positive cultural markers they’d like to see in action.
Encourage everyone to think big but stay realistic. Define a vision that’s aspirational yet achievable, and make sure everyone understands why this cultural shift is necessary and how it aligns with company goals.
Step 3: Identify Key Behaviors to Reinforce the Culture
Culture change isn’t about grand declarations but small, consistent actions. Identify specific behaviors that will help create the new culture you’re striving for. Think about how you want your team members to interact with each other and with clients.
For example, if trust and transparency are core values, implement an “open-door” policy where team members can voice concerns. Other actions could include:
Weekly feedback sessions to give constructive, timely input.
Celebrating small wins to recognize and reinforce positive behavior.
Creating team bonding activities that strengthen relationships outside of work responsibilities.
These behaviors will become the everyday “rules of engagement” that help reinforce the values you’re aiming for.
Step 4: Set Clear Expectations and Goals
Clear expectations are the backbone of any successful cultural shift. Let your team know exactly what’s expected of them, both in terms of performance and behavior, and outline what success looks like. Align these expectations with the behaviors identified in Step 3 and ensure they’re measurable, achievable, and motivating.
This might include setting:
Performance targets that are realistic and transparent.
Behavioral expectations like open communication and teamwork.
Accountability guidelines—let each team member know they’re responsible for upholding the new culture and are expected to support others in doing the same.
Step 5: Model the Culture You Want to See
As a sales manager, your actions speak louder than words. If you want your team to adopt new behaviors, you must demonstrate them yourself consistently. Employees look to their leaders for cues on how to behave, so being the first to act on these cultural principles is essential.
For example:
Demonstrate accountability by acknowledging your own mistakes and showing how you correct them.
Show empathy and respect in all interactions, whether they’re with top performers or those struggling.
Be consistent in how you treat team members and in upholding the new vision.
Your team will see that you’re not only serious about the culture change but that you’re fully committed to living it.
Step 6: Create a communication system.
A strong culture thrives on open dialogue. Encourage your team to voice their opinions on how the new culture is shaping up. Not every change will be perfect from the start, and there may be a need for tweaks and adjustments along the way. Regular check-ins can help keep everyone aligned and address issues before they escalate.
Use these touchpoints to:
Gauge team morale and identify any lingering concerns.
Gather feedback on how the new culture is affecting day-to-day work.
Provide opportunities for anonymous feedback if people are hesitant to share openly.
Being receptive to feedback shows your team that you’re committed to making this shift work for them as well as the company.
Step 7: Celebrate the small wins and get momentum.
When people see their efforts being acknowledged, they’re more likely to keep up the good work. Celebrate every small success, every behavior that aligns with the new culture, and every achievement that brings the team closer to its goals. Recognize individual efforts and group accomplishments alike.
Consider using:
Public recognition in team meetings or through company channels.
Reward programs or incentives for those who embody cultural values.
Spotlight stories that highlight how team members contribute to the desired culture.
Even simple gestures, like a sincere thank you, can go a long way in reinforcing the desired behavior.
Step 8: Address Negative Influences Promptly and Fairly
In any team, there may be individuals who resist change. Negative influences can quickly unravel the progress you’ve made. When dealing with this, approach it directly but with empathy. Find out why they’re resistant, and try to address their concerns while emphasizing the importance of aligning with the new culture.
When tackling this, remember:
Stay constructive and avoid blaming; focus on solutions and improvement.
Show empathy to understand if there are underlying concerns or frustrations.
Be consistent and fair in addressing these behaviors across the team.
While it may be necessary to make tough decisions, taking an empathetic approach can help reduce resistance and may even convert skeptical team members into supporters of the new culture.
Step 9: Monitor and Adjust as Needed
A culture shift is rarely a one-time event—it’s an ongoing process. Regularly review how well the team is embodying the new culture and whether it’s leading to the desired outcomes. Be prepared to make adjustments and remain flexible. Sometimes, certain strategies will work better than others, and you’ll want to adapt as you learn what resonates with your team.
Schedule periodic culture check-ins to:
Evaluate progress on cultural and performance goals.
Identify areas for improvement and reinforce behaviors that are thriving.
Adjust tactics based on feedback and team development.
This iterative process of adjustment will keep the culture evolving in a positive direction and prevent it from slipping back into old patterns.
Step 10: Sustain Momentum with Continuous Improvement
Building a culture that lasts requires an ongoing commitment to improvement. Even once the initial goals are met, find ways to keep the momentum alive. Integrate culture-building into the fabric of team management, ensuring that new hires, team growth, and changing business conditions don’t lead to drift.
Consider creating an annual or quarterly culture assessment to:
Track overall satisfaction and engagement levels.
Evaluate the effectiveness of the cultural principles and adjust as needed.
Set new goals that keep the team moving forward and innovating.
Sustaining momentum will ensure that the cultural foundation you’ve worked so hard to build continues to support team success, satisfaction, and resilience over time.
The final elephant in the room….
Not everybody is going to make the journey and you need to be alright with that. We all have different goals, different ambitions and different priorities. If you don’t stand for something, you end up standing for nothing and it is far better for everybody to realize TODAY that something isn’t a good fit, than to realize in 6 months.
Until next week…. Happy Selling!