b'Managing a Sales Force in the Biologicals Game TJ NEIDLEIN DIRECTOR OF QUALITY AND PROCESS EXCELLENCE, NUFARMSEED BIOLOGICALS AREa highlywithout a plan and tools to achievetj.neidlein@nufarm.comtechnical category of businesses thatthose results would lead to frustra- nufarm.comrequire sales professionals with a pas- tion and stress for our team. So, we sion for information, education andput together a rough draft of where personal connections with custom- that growth will come from. ThatPick Your Battlesers. At ABM, its all about relation- draft includes avenues for capturing ships and trust, so managing ournew growth, incentives for reaching sales force can be a complexbutor exceeding benchmarked growthINCREASINGLY,organizations are confronted by highly rewardingoccupation.and current resources available. Onepressure across a variety of fronts. Two perpetual When it comes to taking care ofof the biggest challenges for a teamfacets are the need to increase operational effi-our team of nine sales professionals,is overcoming the fear of growth, orciency and produce cost savings. Meanwhile, two I like to keep three key points in mindmore specifically, the fear that sets inequally persistent pressure pointsthe lack of time when it comes to setting goals, meet- when representatives think growthand resourcescan make the attainment of signifi-ing targets and dealing with the daywill take time and resources awaycant improvement seem overwhelming. to day challenges of the business. from existing customers. Nufarm recently implemented 4DX as a model Creating a Culture. Having theInvest & Nurture. Salaries andto balance the reality of maximum efficiency gains respect of each sales representative isbonuses are what it takes to hire andwith minimal team resources. The results have been key to my ability to steer the ship andsustain good people but what makesoutstanding, and the disciplines and practices are meet our sales goals. Each memberthem stay and work hard? Investmentones that can benefit any organization, big or small. must understand and believe thatis more than a training course, class4DX is short for Four Disciplines of Execution. It someone has his or her back andor seminar; its about finding whatswas developed by Patrick Lencioni. Its disciplines offers support at each step of theimportant to that individual andare to: 1) Focus on the wildly important, 2) Act on sales process. Everyone will makefocusing on those needs. We have athe lead measures, 3) Keep a compelling scorecard mistakes and have challenges to dealrelatively small sales team that coversand 4) Create a cadence of accountability. with personally and professionally,a vast geographical area and that4DX acknowledges that we all have lots of work but having a solid corporate culturemeans longer periods of time on theto do to keep the business running, but getting with a strong support system is key toroad away from family and friends,caught up in the day-to-day whirlwind can pre-managing an efficient and aggressiveso we are very aware of this. In short:vent the organization from delivering on its key team.We take care of our sales people.goals. As part of 4DX, an organization identifies the Goals & Tools. Simply stating thatInvestment in people is what takesmission-critical things it should achieve, the Wildly I want 20% growth year-over-yearthe edge off the pressures of sales inImportant Goal (WIGs) and uses a structured an evolving industry. approach to ensure its making progress.The seed industry is all aboutThis includes identifying battles that will contrib-people and relationships. At ABM weute to achieving a WIG. Each battle leader has a adopted the principal that if you givegoal to improve a measurable lagging metric from someone the tools and resources toits current level to a level that will contribute to the be successful, growth will come andgoal. This is done by holding weekly team meetings so will a strong revenue stream. where each member provides an update on the commitments that they made the prior week and a commitment they will accomplish in the week. 4DX ensures were spending time each week on behaviors that keep us from losing sight of our WIG. Battles focus on a range of improvements from CHRIS THRASHER water use and active ingredient yield to inventory CAA, DIRECTOR OF NORTH transition and faster procurement and sales align-AMERICAN SALESment. The engagement of our 4DX team members ChrisThrasher@abm1st.com to drive manageable but meaningful weekly tasks abm1st.comhas been excellent. The program is already help-ing to manage costs and improve service to our customers.22/ SEEDWORLD.COMJUNE 2020'