Category Archives: sales management training

February 4th, 2016

Sales Coaching for the Moment of Truth

sales-coaching

The B2B buying process has changed considerably in recent years, thanks to digital and social technologies. But, the one constant that can open doors or shut them forever is how well the sales professional performs in the moment of human interaction with the buyer.

Because the sale is truly made in those moments in front of the prospect and in the execution of compelling customer dialogues, there is still a great need for improvement in this area among salespeople:

Only one in ten executives say that they get value from meetings with salespeople. (Forrester Research) The #1 reason salespeople miss quota is an inability to articulate value. (Sirius Decisions) Only 17% of salespeople get a second meeting with an executive. (Forrester Research)

These numbers could be significantly improved if sales leaders coached their teams to the desired behaviors necessary for engagement.

The impact of sales coaching has proven its value time and again. According to Forrester Research, in 2014, 63.2% of organizations with a formal sales coaching methodology achieved quota vs. 54.6% of organizations without coaching. Additionally, only 27% of organizations reported having a formal coaching methodology in place.

From the salesperson’s perspective, the Amabile Study (Harvard University, 2010) found that salespeople are more motivated when they make progress and grow. This speaks to the outcome of coaching, which supports the personal and professional development of those being coached.

Additionally, in 2009, the Gallup Organization reported that top » Continue Reading.

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April 13th, 2015

What Do You Really Expect from Your Front-line Sales Managers? Do They Know It?

front-line-sales-management-expectations

What Do You Really Expect from Your Front-line Sales Managers? Do They Know It?

Anyone who has climbed the ranks of a sales organization can appreciate the complexity of the front-line sales manager’s job. It is usually the most critical position in any sales organization and can make the difference in determining success or failure. So, reach out to your sales managers today, and ask them this: “Name the two most important things we pay you to do.” If their answers don’t align with your expectations, then it’s time for some course correction.

Great sales managers are not always top-ranked salespeople. Clearly, the job requires an above-average level of selling skills, but it also requires a unique blend of multiple skills. It can be like wearing the hats of coach, parent, counselor, advisor, sounding board, and psychiatrist, all at once. The job gets more complicated because of its location in the corporate food chain. A sales manager is caught between the front line, client-facing salespeople, and upper management. Many times, the view of reality on the front line varies greatly from that in the ivory tower. Successful navigation within this food chain can be challenging, even for the most successful sales managers.

So, what are sales managers’ primary points of focus? There are many things to expect from sales managers, but none are more important than these two:

To drive results To develop people

Which » Continue Reading.

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April 2nd, 2015

The Best Sales Leaders Understand Their Dual Roles

best sales leaders

The Best Sales Leaders Understand Their Dual Roles

It’s fair to say that most sales leaders got promoted to their jobs because they were good salespeople. And, as we all know, being a good salesperson isn’t the same as being the best sales leader. In fact, sometimes the best salespeople don’t make good sales managers; and sometimes, the best sales leaders were not good salespeople.

The trick is to recognize the difference between being a super salesperson and being a leader of salespeople.

To understand your role as a sales leader, you also have to understand your role as leader because they’re intertwined.

A leader is someone who shows the way. A sales leader shows the way and helps his/her salespeople to get there on their own.

The problem with this dual role is the tendency for sales leaders –– who were super salespeople –– to take over. They want to step in and solve their sales reps’ problems by doing it for them rather than coaching them in the skills needed to do it on their own. The sales managers feel that salespeople will learn how to succeed through observation.

In the sales leader role, there’s quite a lot to grasp about what it really means to achieve results through others. If you want the accelerated impact of sales success from ten people vs. just yourself, you have to start by thinking about what you did that made you successful. Also consider » Continue Reading.

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