A sales leader's guide - how to structure morning meetings

Morning sales meetings are a staple of a lettings negotiator’s daily life. They are a dedicated time to re-group, organise and motivate the team to achieve targets.
Matt Cerra
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Morning sales meetings are a staple of a lettings negotiator’s daily life. They are a dedicated time to re-group, organise and motivate the team to achieve targets.

They have the ability to set the tone for the rest of the day, and to keep everyone accountable for their piece of the puzzle. They can be extremely powerful, if managed correctly.  

Here at Goodlord, we have had morning meetings since day one. Our Head of Commercial Sales, Matt Cerra - armed with plentiful experience of leading Fortune 500 sales teams - shares his thoughts on what makes a successful morning meeting.

Keep meetings short and concise

Time is money. Every sales leader should consider the cost vs. value of a team meeting.  Does it provide enough value to justify the cost of it occurring daily? Perhaps three times a week is enough? The frequency and length should be carefully thought through, and then strictly stuck to. Consistency is key.

Be sure to also schedule a longer meeting on a less frequent basis, with the aim of diving deeper into any issues and coaching the team through any difficult situations faced.

Set an agenda

It is important to have a standard and easy-to-follow agenda. Not only will this ensure the team is kept on track and focused, but it will motivate employees to come to the meeting fully prepared and ready to contribute.

Additionally, make sure the conversation of the meeting provides value to the entire team and not just one person. Schedule personal feedback and conversations for another time during the week if needed. Even more importantly, ensure that the meeting isn’t just a time for team members to provide updates or monotonously run through their to-do lists. Remember, the meeting is for the negotiators’ benefit - not yours.  

Empower employees with responsibility

Share the responsibility of running the meetings by rotating chairing responsibilities across the entire team. Not only does this take pressure off management, it also provides negotiators the responsibility and leadership skills they crave.

(see our recent blog "How to retain and motivate your lettings negotiators", which is particularly focused on those who fall within the ‘millennials’ demographic.)

It is also important to gather feedback from team members on the structure and length of the meetings. Continuous two-way dialogue will ensure that the meeting is constantly improving and providing a high level of value to all involved.

Create a positive sales culture

A recent survey by the University of Warwick suggests that happy employees are 22% more productive than their unhappy counterparts. The feeling of being part of a positive sales culture is a vital component of any lettings negotiator’s happiness.

Celebrate the successes of team members and provide an open environment to discuss difficult situations from the last week. The real value of the meeting to team members will be when they can walk away feeling like they’ve learned something, which could be as simple as hearing about a successful phone call by a team member.

This is even more important at the end of the month. A positive sales culture ensures that everyone feels supported and that collectively, they are working towards a target. Ensure you are always around to help push through deals and provide motivation and support at these vital times.  

End meetings with an action item

Meetings need to have a purpose, and should end with an agreed action. Every employee should leave the meeting with an action item for the day or upcoming week. This sets expectations and ensures accountability. 

Here at Goodlord we begin every week with a 9:00 am sales meeting, lasting 30 minutes. The purpose is quite simple: to share information that could be of value to the rest of the team and set a positive tone for the week.

Our agenda includes:

  1. Meeting chair: Provide details of the team standing in relation to monthly and quarterly metrics
  2. Sales leader: Give any individual shout outs, and a listen through to a recording of the ‘call of the week’
  3. Individual: Highlight any accomplishments and challenges from last week
  4. Individual: List the top three priorities for the week ahead, along with details of any roadblocks where help may be needed
  5. Meeting chair or Sales leader: Review action items, summarise the meeting and detail what is expected over the next week
  6. Meeting chair: Email everyone a summary of the meeting, with details of action items

About the author

Matt Cerra
Former Head of Commercial Sales
Matt is our former Head of Commercial Sales.

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