We have all been in them.

Monday mornings sales teams from all over the country get together in a conference room to review last weeks successes (and failures), and talk about how they are going to fix the lack of sales issues.

Following this sometimes hour long disaster, those teams are sent out into the world to represent your brand in a very uninspired way.

Sales meetings should be an extension of sales training — they should be learning opportunities where the (mostly young) members of your sales team can’t wait to get back out into the market and would run through walls to sell your tickets.

Extension of Sales Training

When you become a PSO360 sales training client, we don’t simply roll in for two or three day boot camps, leave some materials and then get out of town, hoping that you will renew with us six months or a year from now. As a part of our year long program, we continue to be engaged with your sales team and the process on a weekly and monthly basis. We want you to succeed as much as you need to succeed.

With that, we help you plan the next 52 weekly sales meetings. That’s right — a full year of sales meetings are already planned for your team. If executed right, not only will your sales meeting be more engaging and have the effect described above, but your sales team won’t feel like it’s something they have to do, it will be something they want to do.

Each sales team meeting should have the following elements:

1) Success stories from the previous week (this might include a review of the numbers, and activity, but it doesn’t have to).

2) Set backs that we can learn from (not, I made 100 calls and someone once told me to do something un-natural with myself). I am talking about a new or strange objection, or something that is time sensitive and needs to be addressed (maybe one of your teams favorite players was traded, or there was a story about how everyone in the locker room hates each other, or a fired coach, you get it).

3) Weekly Sales Tip: If you are a PSO360 client, each week you receive a sales tip of the week (you know, like this one) in your email box when you arrive at the office on Monday morning (these are actually sent Sunday night, so if you were so inclined, it would be worth your time to review these before you get to the office and prepare for the meeting). Make sure everyone has a hard copy of the tip and walk through it. This will help jump start the week, and is an easy transition into the next phase of the meeting.

4) Training: You should spend 20 minutes every week on training. PSO360 will provide the topics and materials each week, along with a weekly sales tip — you just have to do it. Make your people better while you have their attention.

Better Training: You are building the sports marketers of tomorrow. Each week, assign a member of the sales team to conduct the training for their peers the following week, and do this on a rotational basis. Get them involved in the preparation of the meeting, and make sure they execute 100% of the time.

5) Role Plays: Always finish the training portion of the meeting by conducting role plays with your staff, so they know how to react in real world situations. This also helps sharpen the saw for the sales manager. Most importantly — RECORD THE ROLE PLAYS, and watch them back like game film.

6) Finish the meeting on a positive note: End the meeting by announcing a new sales contest (not the kind you’re thinking of — something that people on your staff will actually care about), or celebrating someone hitting a significant goal ($100,000 in total sales, 10,000 units, 10,000 calls). Then, make the assignment for next weeks training and make sure the person selected to teach knows the topic and what is expected.

7) Have more than one meeting a week: I know I just told you that these meeting were useless, but you should have two, or three of them.

While working with a WNBA club, one that is always strong in ticket sales, we developed a sales meeting structure that was not only productive, but helped the club exceed their revenue goals for tickets each year.

We would have the traditional sales meeting on Monday morning, as I just described above. We would then have a “voluntary” sales meeting that started at 6:00am on Wednesdays. The team provided a light breakfast and coffee. Again, one member of the staff was chosen to lead the discussion from a pre-selected list of topics. It was a huge success! There was 100% attendance each week from the staff, and by the time it was over — they started their calls ready to go (and got a hold of many decision makers at 7am, we set more appointments on Wednesday mornings than we did any other day of the week).

We also scheduled a lunch meeting, again voluntary for Thursdays. This was a little bit different.

Every member of the sales team was given a copy of the book, “Good To Great” by Jim Collins. This is a fantastic book, and I have purchased it for almost every sales team I have ever led.

We would read the book one chapter a week, and each week select a member of the sales team to lead the lunchtime discussion. This was one of our most productive meetings of the week, and encouraged open and honest dialog about the health of our business and how we can apply the ideas in the book to help make us better at our jobs, create a healthy culture and sell more stuff. The sponsorship and marketing folks would join us for this discussion each week (maybe it was the pizza). When we were done with that book, we would move on to another.

It is critical that you are always learning, and it is up to the sales managers, team presidents, and other executives in the company to help the young sales people of our industry build great habits.

If you want your sales meetings to mean something, try these things for six months. I promise you that you will see a noticeable difference in the results.

Successful teams in our business sell 70% of their ticketing inventory before the season starts. If you’re not doing that — drop me an email at

Twitter: @pso360

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