Last week I had a monthly coaching session with one of the top sales managers I work with. Tony started with a new company in January and had made it a point to work in the field with each of his reps twice in the first two months. Tony’s team is made up of the company’s “top” sales reps that have been promoted to launch a new product.
He had worked with Sally twice and was very perplexed and desperately looking for insights on how to coach her. [...Continue Reading...]
The hardest part of sales management may be knowing when to step in and when to take a back seat as your reps learn the ropes, particularly in front of the customer. As tough as it is, it’s often critical for the development of individual reps – and your team as a whole – to let them pave their own way.
Qualified lead generation depends on marketing, sales and top management jointly defining a ‘qualified lead’ using lead scoring.
You may think you know what qualified sales leads are, but if you asked your salespeople and corporate executives, would they have the same definition? Probably not.
If qualified lead generation in a business-to-business marketing-for-leads program is to succeed, marketing, sales and corporate management need to share a unified definition of qualified sales leads. If you all agree from the start on what a qualified lead is, the marketing team stands a better chance of generating leads that will be valuable to the salespeople.
It’s important to confirm the qualified-leads definition, in writing, with all parties. This definition is different for each company, so you must do some work to define the meaning of qualified sales leads at your company. [...Continue Reading...]
You are a seller and one of your big sales opportunities has stalled. Is it because of anything you said?
Why? There is such power in the words you chose to use and those you didn’t use.
Offering visual descriptions to prospects on how your services will solve their big issues is a great start.
Sales author Anne Miller gives us some examples:
Hit? Smashed? Collided?
Researchers conducted an experiment in which groups of people were shown a picture of an automobile accident. They were asked, “How fast were the cars going when they….?” The choices given for the blank verb were variously “bumped,” “contacted,” “hit,” “collided,” or “smashed.” Groups that were asked the question with the word “smashed,” gave the highest estimates of speed. The difference in the images conjured up by the different verbs led to markedly different reactions.
By David Monson, Director of Sales Enablement (Ontuitive)
Problem Statement: sales managers are often promoted based on their success as individual contributors (a.k.a. reps). Consequently, most tend to focus on just the forecast numbers and ignore coaching because they assume their team members already have the necessary skills and knowledge to be successful. However, most don’t and you end up cycling through lots of new reps.
Recommendation: sales executives need to work with their managers to identify specific solutions to specific problems that are blocking deals and find a way to share those throughout the organization quickly and efficiently. Telling stories is an effective tool.
Who gets promoted into sales management? Typically, the best sales reps with a proven track record get promoted. Yet, I know several very successful sales reps that have repeatedly refused offers to move in sales management. Why not make the move?