Role playing is an effective way of getting through to associates-in-training. It provides a real-life experience from which they learn, shed apprehensions and apply to live situations. Second in line is training. Training can be programmed so it is consistent across the workforce, but may lack the actual doing.

Yes, Bob, and very importantly it is about how you made/make the customer feel from their act of choosing the store. When our focus is coupled on that, and delivering professional FAB selling, great things happen automatically.

When stores (stores other than supermarkets) began to open again, the staff in stores were hesitant to approach customers for obvious reasons (yes, both customer and associates were masked and followed social distancing standards) but as the months progressed, they became more willing to approach customers. One thing that stuck out to me that remains is that more associates tended to be younger — I have not seen any older associates come back to their jobs. Even with pending vaccinations, I do not know if they will ever come back.

It seems rare today [prior to COVID] to encounter a retail associate doing a hardcore sales pitch.
Personally, I do not see associates overcoming selling fears. I see younger generations who live and work under different mindsets and viewpoints than previous generations. Selling something symbolizes concerted efforts to convince someone to buy something, a one-sided conversation. Younger generations working retail seek to either become invisible or engage in customer conversations rather than selling. A difference in tone and mindset — surely retailers have noticed?

Training, training, training. Before they start, and then on a regular cadence to nurture and develop the skills. Some people are born to sell, but most come to it grudgingly. Teach, model, train, repeat.

You can’t argue with the three suggestions Bob shares with us. I’d add something that happens before all of this, and that’s hiring the right person to begin with. Even without prior sales experience, there are some great behavioral style assessments that can give a manager insight on the applicant’s ability and willingness to communicate with people.

Associates shouldn’t be hired in the first place if they have a fear of selling. It’s not about just pure selling today. Retail associates must be “brand ambassadors.”

Establishing trust with the customer is key. Once this relationship is formed, the purchases will flow like a river.

It is not about teaching sales associates to sell. It is about teaching sales associates to service and educate. Smart selling is about helping the customer make the decision that is best for them.

I’m betting that almost none of the frontline store personnel in retail had a sales job in mind when they filled out the application. Brands need to set expectations differently when hiring and be prepared to deliver all the tools necessary to help people believe that they can sell in a natural way, within their own style.

Anticipating objections and role playing are essential tools to create a foundation for success. Above all, create an environment of encouragement and support, rather than fear of punishment or penalty.