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Latest "Sales Management" Posts
Guest Faculty Post by Doug Vause
Like the rest of the world, watching the Olympic games in RIO captivated me. You can’t help but be amazed by the effort, determination, and lifelong pursuit of the athletes who have worked so hard to perfect their talents, craft, and sport. I especially enjoy watching the segments that highlight an athlete and give you a glimpse into their lives and the stories behind “The Athlete.” It always amazes me that the majority of athletes come from the simplest and humblest of circumstances, and how much work and dedication have gone into their life quest to be the best at their sport.
For most, that quest began at a very young age, from then through to the present, they have had one focus, one purpose, to be the best.
Another aspect of the Olympics that stands out for me and touches a very special place in my heart are the coaches, the men and women you always see standing in the background. These individuals represent, in most cases, a lifelong partnership in the athlete’s pursuit to compete in the Olympics. They are not the ones you will see standing on the podium when a medal is won, nor the ones who receive the accolades and recognition, and they are not the ones who receive the endorsements or acknowledgment from the world for what has been accomplished.
Yet none of the athletes would have made it without the coaches who have been by their side throughout their journey.
Guest Faculty Post by Tim Searcy
As a salesperson, I did not always appreciate the value of a weekly sales meeting with my boss. I was always prepared; my boss rarely was. I spent most of my time answering questions whose answers were available in my report or defending my integrity against an onslaught of skepticism. Although my supervisor would imply that these meetings were to assist me, they were a “check the box function,” except when the overall numbers for the firm were down. If the sales team was behind, the questions became more insistent and more accusatory.
It doesn’t have to be that way. A decent weekly sales meeting can be painless, helpful and productive for your sales representatives. It requires a bit of a change in three things that HBS believes have the highest leverage: Mindset, Mechanics and Magic.
- This is not a team sport. I am opposed to team meetings in which every salesperson reports out on the previous week’s activities. Don’t waste time in-group meetings. Sales is golf, not football.
- It is not the manager’s meeting.This is your sales representative’s meeting, and the agenda items, updates, and outcomes are his or her responsibility.
- You BOTH need to be prepared.Manager and representative alike needs to be prepared, having reviewed the same information and with a clear idea of what you each want to get out of your time together.
- Preparation: Insist each representative provides an advanced report including all movements since last meeting. Important issues and information must be presented in the format of an agenda with a clear outcome that defines success.
Guest Faculty post by Dave Hickman
Process has lots of benefits and every executive knows it. With that knowledge, almost every executive is disappointed with the final results of that process.
The problem is not that everyone is missing a hiring process, but that the hiring process is not aligned to the organizational needs.
This misses the target of driving optimal hiring results. To make any process improvements, overcoming legacy thinking is a real challenge. Will you get candidates through headhunters, Post & Pray, employee referrals or other sourcing means? I can’t think of one client who didn’t have a hiring process in place, however all of them were not achieving the outcomes they desired and acknowledged a need to modify their strategy which would improve their process and results.
It seems so logical that if you want to make progress, then adjust your strategy, people, tools, process, or systems. But however logical it may sound, simple fear causes people to delay or forego an improvement.
We’ve found there is a basic foundation to hiring talent that when properly utilized, speed to hire and quality will improve by over 30%. Here are 5 proven steps that need to be in place and will improve your confidence to hire better, faster, and consistently.
1. Strategy and Planning: Develop a 12 month Hiring Demand Matrix and stage gate hiring strategy, process and metrics. You will need tools such as Job Descriptions/Profile, Candidate Screening Summaries, Key Competencies, Interview Guides (with ratings), and qualitative/quantitative comparisons that define what is great and what is good.
Guest Faculty post by Doug Vause
When I was but a wee young lad… one of my first childhood heroes was the Lone Ranger. I loved that show, faithfully delivered every day in vivid black and white. Even as I’m writing, I can still hear the Lone Ranger theme song playing in my mind, when I saddled up my stick horse and rode fearlessly around the living room boldly daring any bad guy to cross my path. Rumor has it that I wore out many a stick horse, I mean “Silver”, riding through the wild, wild, west, totally decked out in my Lone Ranger outfit, cowboy hat, leather vest (okay maybe felt), with my six shooters (cap guns) strapped to my side shouting “Hi Yo Silver away!” I personally took it upon myself to keep all the town folk safe in our neighborhood and ensure that the fair maiden Chelli, the cute little neighbor girl next door, who always dressed up like Annie Oakley, safe from all the villains of the wild, wild, west. Truth be known, our wiener dog Heidi unfortunately took the brunt of my ambitious peacekeeping and was known to be roped and put in her jail cell (dog kennel) far too many times!
Sales used to be a lonely job.
Throughout my career I have had the opportunity to work with, manage, and observe a lot of salespeople whose behaviors reminded me a lot of the Lone Ranger. They preferred to work alone, or thought that they could do it all on their own, and that because they had the personal relationships they would always walk away with the sale.
Guest Faculty post by Doug Vause
We all know the meaning of the phrase “Walk the Talk” but “Running the Race”?
I’ve had the opportunity to run in a few marathons over the years. For those who have also run marathons you’ll chuckle at my use of the word opportunity! One that stands out in my mind was an extremely long 26.5 miles in freezing rain and sleet one early spring running in the Ogden Marathon.
I was running the race with a friend of mine who had been a good training partner, little did I know at the start of the race how important that individual would be in my completing the race. Cary was a very capable runner. He could have quite easily, got me started on my way, wished me all the best and then quickly pulled ahead in the attempt to beat his personal best time. For my benefit he chose not to do that, and to my building appreciation throughout the race, chose to stay with me and ensure that I finished the race.
Keeping the Balance -Throughout the race Cary provided the perfect combination of pacesetter, challenger, motivator and coach. Setting the pace just enough to keep me on my best time, not allowing me to slack but also tuned in to my behavior and physical condition enough to know when that pace needed to be stepped up or pulled back because he saw me hitting a wall. As a coach along the way he kept me focused on all the positive aspects of what we were running for, not allowing the realities of the moment, the freezing rain, sleet, loss of feeling in legs, arms, fatigue, freezing cold temps, our bodies, well at least mine, struggling to have enough energy to keep moving forward let alone stay warm.
In the past, sales managers provided oversight, facilitated requests back to corporate to ensure that orders were expedited, and generally stayed out of the way, unless additional support was needed to help underperformers. Today, it is now up to you as a sales manager to view territories, customers and products as if assessing a financial portfolio that you are responsible for investing. The people involved, the marketing dollars spent and the efforts expended are all for you to decide. It is your responsibility to make your investments wisely.
See the article I wrote for Sales and Marketing Management on the seven responsibilities that sales manages must own. You may find that you need to adjust the way you have been executing your sales manager responsibilities.
“7 Responsibilities Sales Managers Must Own”
Shifts in the business-to-business buying process have transformed selling as we know it. In the past, salespeople had a fair amount of control. They were given a territory, a pricing structure, a margin target and a set of products and services they could offer, and then sent off into the wild blue yonder. They were responsible for managing their territory and producing results. Sales management provided oversight, facilitated requests back to corporate to ensure that orders were expedited, and generally stayed out of the way, unless additional support was needed to help underperformers. That’s how things used to be. Now, the role of sellers – and therefore sales managers – is much different.
See more at: http://www.salesandmarketing.com/content/7-responsibilities-sales-managers-must-own
Want to learn more about how to grow in this new era of sales?
Last week I shared how sales management has changed. Today I am sharing the top three skills sales managers need to succeed in this new era of sales.
The “State of Sales Productivity 2015” study by Docurated found that only one-third of a sales rep’s day is actually spent selling, while 31% of their time is spent searching for or creating content, and 20% is spent on reporting, administrative and CRM-related tasks. Nowadays, 44% of B2B organizations do not verify if the business is valid before passing it to sales, and 50% of leads come from outside the standard process, according to a study by IKO System. This all adds up to a lot of wasted time and effort for both sellers and sales managers.
While companies may have been able to get away with wasting time in the past, companies that want to make it in this new fast-paced era of sales will have to have a laser focus on the activities that drive results. There is no room for dawdling. What’s the solution? Better sales management.
Below are three sales management skills necessary for thriving in the new era of sales.
1) Selecting targets.
There’s an adage that salespeople talk to whomever will talk to them. In the new world of selling, your responsibility is to make certain they are talking to the decision makers who can approve large opportunities that will come to fruition in the near future. Working with sales leadership, you must establish a filter that helps to define the most likely candidates for higher-opportunity sales efforts.