Category Archives: sales process management

May 20th, 2016

Using the Sales Process as a Blueprint for Rapid Behavior Change

Using the Sales Process as a Blueprint for Rapid Behavior Change

#1: Establish a Common Language

There are two things that unite virtually every sales organization: 1) the desire to improve sales performance and 2) to achieve results as quickly as possible. In this series of posts, I will discuss three ways in which the sales process can be used as a blueprint for rapid behavior change that drives better results. The first in the series focuses on the importance of establishing a common language to be used within the sales process.

Common Language is Essential

Change happens when a majority of people begin doing new things repeatedly. For sales organizations attempting to achieve a step change in performance, it all starts with the sales process. An effective and intuitive sales process will introduce a common language that sales professionals and their managers can use to discuss opportunities and their stage-by-stage progression through the pipeline.

Language is important. It’s not only what people say, or how they say it, but what they mean when they use certain words. When people share a common language, they become more unified. They “get” what the other is saying. They’re on the same page.

This doesn’t mean everyone has to speak English or Spanish or German. It means whatever their native tongue, sellers should speak the language of selling. At Richardson, we focus on terms like verifiable outcomes to mean leading indicators » Continue Reading.

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December 15th, 2015

Implementing a Sales Team Cadence to Build Accountability and Results

sales team cadence

In my previous post on the Sales Management Process — Why Sales Leaders Need to Craft and Control It — I talked about the necessity for sales leaders to have such a sales process and the foundational element of account planning sessions.

In Part II, I’ll focus on the people factor and developing a sales team cadence of engagement that builds accountability and results. There are a number of elements involved in developing a regular and reinforcing rhythm of events to refocus every member of your sales team on what needs to be done and when.

Pipeline and forecast reviews provide regular touch points to track the progress of opportunities in the pipeline, improving the accuracy of forecasts. As a sales leader, these reviews offer the chance to assess how well your people are performing, their strengths and skill gaps, along with the ability to coach in the moment as deals move or get delayed in the pipeline. Additionally, such reviews allow you as the leader to hold your people accountable by setting the right expectations around forecasting.

Individual development planning sessions are a natural extension of annual development plans that should be developed collaboratively between sales leaders and their direct reports, although such development should ultimately be owned by the sales professionals themselves. They are the ones who should be responsible and accountable for their own professional development, proactively identifying what they want to focus on in the » Continue Reading.

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