Category Archives: Sales Management
How do you support the transition of a high performing sales rep to a sales manager?
In this video blog, Richardson’s Andrea Grodnitzky, Senior Vice President, Global Performance Solutions, explains the first steps to transitioning from sales rep to sales manager: letting go. Andrea also discusses the responsibilities that new sales managers must create time for, including reporting, coaching, and planning.
Team Selling: 8 Questions to Select the Right Players and Screen Out the Deadweight
As solution complexity, buyer expectations and competition intensifies, the more likely your sales people and account managers will require additional firepower to help them win business. However, bringing new players, such as product specialists, sales engineers, technical experts and senior executives into a deal increases complexity, risk and cost. While it is important to work as a team and support your people’s success, consumption of scarce, precious resources requires forethought and accountability.
What the Kleiner Perkins Internet Trends Report Means for Sales Organizations
As many of us return from an extended holiday weekend in the US, I thought that I’d give you something juicy to think about — and I am not talking about steaks and burgers! Venture capital firm Kleiner Perkins recently published their Internet Trends 2013 presentation on Slideshare.
Thriving After a Change in Executive or Sales Leadership
Change is good, right? That usually remains to be seen later down the road after time and thoughtful consideration. When there’s a change in executive or sales leadership in your organization, what will the impact be on you and your team?
17 Rules for Giving Developmental Feedback
As business and sales leaders, we all know the importance of giving developmental feedback to our people. As we’ve mentioned in earlier articles, developmental feedback is a gift that many leaders find hard to give, but when done properly, it can make a huge difference in the performance of individuals and the organization. Here’s a quick list of some important guiding rules for giving developmental feedback that support the coaching process.
Customer buying behavior is changing. As a result, you must assess the ability of your sales team to adapt, serve, and exceed these evolving expectations.
Trends in Customer Buying Behavior
Informed Consumers Are Empowered Buyers
Technology and consumers’ willingness to share information and opinions has dramatically influenced buyer behavior in recent years. However, the nature and pace continues to evolve. Consider the following examples:
Nine Trends in Sales Force Effectiveness and Learning & Development for 2013
(Part 2 of 2)
What are the key trends in sales force effectiveness and learning and development to watch for in 2013, and how can they impact your business? In an earlier blog post, we listed and described the first four trends:
Mobile (Smartphones and Tablets) Social Cloud/Integration Big Data and Metrics
Evaluative vs. Developmental Feedback — Why Sales Leaders Must Understand the Difference
Most people dread feedback. They often react negatively, both physically (heart pounding, dry throat) and mentally (fearful, nervous, defensive), when they hear they are going to give (or worse, get) feedback. They anticipate criticism, and they feel under attack. Ego goes up and receptivity goes down. This is because people look at feedback as evaluative, not developmental — probably because that is how they have experienced it. Although these two kinds of feedback are interrelated, they are very different.