sales metrics

Why are so many of us in sales still spewing out product garbage, too soon and too often?

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It’s crazy to me that we still need to coach sales people not to sell on product. I was just reviewing some old books on my shelf and came across the gem, The 7 Habits Of Highly Effective People by Stephen Covey. This book sold millions and has been talked about for decades. It was published in 1989 by Simon and Schuster, 30 years ago.

Here you go, page 244, “An effective sales person first seeks to understand the needs, the concerns, the situation of the customer. The amateur salesman sells products; the professional sells solutions to needs and problems. It’s a totally different approach. The professional learns how to diagnose, how to understand.”

“It’s a totally different approach” – Yah  30 years ago it was!!

I realize that today we are also striving to advance the conversation to insights and value creation, and helping customers with ideas and scenario’s that they perhaps havn’t even thought of.

We still need to help customers solve their business problems by developing outcomes for them that resonate and are meaningful for their business and for them personally.

It’s curious to me that many sales consultants and thought leaders talk about this as if its new thinking.

I remember a family friend who sold for a paint manufacturer, yes paint. He traveled all over Canada selling paint. He was a good friend of my dad, and I was just a kid at the time. So this was 40 plus years ago.

I’ll never forget him talking about selling in our living room, smoking his pipe (yes he was smoking a pipe-not very popular these days). He talked about helping his customers, he never talked about the product.

Why are we still even having this conversation?

Because reps astonishingly, are still doing it.

Lets make 2019 the year we pause, think, ask questions, sincerely care about the outcome, and listen, I mean, really, actively, listen.

I help coach professionals on this topic among others on a continual basis, yes its still an issue.

It’s very rewarding to see them make the shift into outcomes and how they see very quickly that it changes the whole dynamic of the conversation they have with their clients in a positive way.

Please feel free to comment on this topic and join the conversation.

For more information and insights in regards to coaching and other sales organization thoughts refer to my website, www.streetsavvysalesleadership.com, you can also order my book, The Street Savvy Sales Leader, A Guide To Building Teams That Consistently Win New Business.

 

Mark Welch

Founder

Street Savvy Sales Leadership

www.streetsavvysalesleadership.com

For individual sales or sales leadership coaching, workshops, part time sales leadership or contract work, advising, or speaking engagements contact me directly;

mark@streetsavvysalesleadership.com

Are You Having Productive One on Ones With Your Sales Team Members?

Photo by Daniil Silantey on Unsplash

Photo by Daniil Silantey on Unsplash

Are You Having Productive One on Ones With Your Sales Team Members?

A Brief Guide to Conducting Meaningful Sales Rep One on Ones

 

I have always had the practice of meeting salespeople one-on-one every week, even if it was over the phone. My experience is that even the most experienced and seasoned salespeople need and want one-on-one interaction, whether it be for encouragement, help with problem-solving, support with strategic thinking, assistance with call planning or reviews, or internal help, like guidance on collaborating to receive support from other departments.

Even if they know what they need to do, having someone to bounce ideas off is extremely helpful. The essential thing is that the manager needs to be able to add value to the sales representative—they need to be able to help in some way. If the manager doesn’t add or offer any value, the one-on-ones won’t be of any value and won’t be welcomed. In fact, the reps will do whatever they can to avoid the manager, as they will be viewed as a waste of reps’ time.

In my one-on-ones I would always have a specific agenda but also always left time open for free dialogue. The agenda typically included:

 

actions review from previous meeting

results (or the lack thereof)

funnel review and discussion

what needed to be done to move business forward

strategic account planning

help/resources needed

current or immediate known challenges or issues

potential challenges or risks

any coaching opportunities that may have arisen and not yet been covered

personal/career development discussion, if needed or requested

any actions requiring follow-up

open discussion that may surface items

 

You want to ensure that these meetings aren’t viewed as simply the manager’s way to get caught up and keep an eye on things so that they are seen as being on top of things for their boss. While it is certainly important to catch up, the focus should be on the actual coaching and value-add of the manager–sales representative discussion. It’s not about you the manager, its about the rep and how you can help him or her be the best they can possibly be.

During the writing of my book The Street Savvy Sales Leader, I went through the process of becoming a professionally certified business coach by the Worldwide Association of Business Coaches (Conducted by Shift Coaching, shiftcoaching.ca). It was an extensive process that included several interactive training clinics, a substantial reading list, role-playing, observing practice-coaching sessions and putting in actual real-time, practical coaching hours. In all, the certification entailed well in excess of 70 hours[LC1]  of effort.

I wish I had gone through a coaching process like this earlier in my sales management career, as I would have been a more effective leader and coach if I had. I would recommend becoming a certified coach (from a reputable organization) to any dedicated Sales manager. It will make you a more seasoned, thoughtful and respected Sales leader.

Again, actual coaching means that you need to develop consistent and regular conversations that serve to help the sales process and sales rep development. These conversations need to be planned and must link to what you are trying to achieve as an organization and the culture you are creating.

Any additional thoughts and ideas on one on ones?, Would love to hear them, it is so important and needs to be a priority in all Sales Managers schedule.

For more information and insights into sales organization imperatives see my website,  www.streetsavvysalesleadership.com , or to pre order my upcoming book, The Street Savvy Sales Leader, A Guide to Building Teams that Consistently Win New Business.

Street Savvy Sales Leadership offers individual sales or sales leadership coaching, workshops, contract work, advising, and speaking engagements.

If you have any questions or comments, please email me at mark@streetsavvysalesleadership.com

 

Mark Welch

Founder

Street Savvy Sales Leadership

www.streetsavvysalesleadership.com

 

The Top Three Challenges Facing Sales Organizations Today And What To Do About It !

Photo by Shane Rounce

Photo by Shane Rounce

This is definitely my most important post so far.

While companies all face different challenges, there are three universal ones plaguing the sales industry today:

1. The buyer’s journey has changed dramatically. There are now more decision makers in every sales situation; the buyer is busier, more knowledgeable and more risk-averse; the buyer’s expectations of the sales profession are much higher; and the decision process is more complex. Thus, it is harder than ever to move a buyer to make a change.

2. It is tougher than ever before to differentiate your offering. Companies and salespeople are struggling to stand out and truly offer something of sincere value in every step of the sales process to their customers in a very crowded market. Even if you have a product or service that can be differentiated it’s still tough to get buyer mindshare.

3. Sales reps are facing increasingly complex and time-challenging demands. Companies want more data (typically through CRM platforms), reps need to be more knowledgeable about their product and more prepared for every sales interaction than they ever have and there is greater pressure on reps to provide consistently higher sales. The reps may not receive sufficient support, so they need to work harder to balance increased internal demands against winning more sales.

 

So, here we have the perfect storm: a more complex and challenging customer environment, where more time is essential to properly prepare for each customer interaction; a proliferation of products and competitors that makes differentiation more challenging; and increased expectations for both sales achievements and non-selling activities.

 

My strident message to senior sales leaders and B to B executives and owners;

You absolutely cannot have your cake and eat it, too. Sales needs the time to focus on selling and, at the same time, the sales organization needs to close the gap between buyers’ expectations and the sales community’s skills and expertise.

So if you want to be a world class sales organization, give your team the tools and support they need and let your sales people sell. Do not overburden them with non selling stuff !!!

 

Creating a Best-in-Class Sales Team

I have witnessed firsthand these increased challenges in the marketplace and in the customer mindset, yet I believe sales remains an exciting and rewarding career. Despite what others may suggest, sales is not dead, it is evolving. And we in the field must adapt.

In order to meet business growth objectives, you need to overcome today’s challenges. The only way to do that is to build a best-in-class sales team. By best-in-class, I mean a sales organization built on a solid foundation that’s composed of a winning, supportive and collaborative sales culture; caring leadership; an effective hiring process; a strong sales process with robust analytics; proven execution; a customer-driven philosophy; and a mindset of continuous improvement and learning.

 

Below are the 10 imperatives that I believe are critical for developing a sales organization that will help you win in the marketplace and meet your revenue goals.

 

1. A well-thought-out, customized hiring process to find the candidates with the most potential to succeed.

2. A defined onboarding program and talent management system that will get your new hires firing on all cylinders as quickly as possible and keep them that way.

3. A finely tuned sales process and funnel management.

4. Appropriate key performance indicators, metrics and analytics to measure success.

5. Sales planning to ensure you are calling on the right targets and that your salespeople are focused.

6. Sales methodology to ensure consistency and effectiveness in the sales process.

7. Effective real-time coaching to help your salespeople be their best.

8. Compensation and reward and recognition programs that are aligned with what you need to achieve.

9. Change management, because change is here to stay.

10. A caring, high-performance culture where sales employees feel they are a part of something of value and where they can express themselves and collaborate freely in a team environment.

 

These imperatives will enable your sales leadership to create a best-in-class sales team, which will provide your organization with the best possible opportunity to win in the marketplace.

 

It is these 10 imperatives that my book, The Street Savvy Sales Leader is all about.

 

For more information and insights into sales organization imperatives see my website,  www.streetsavvysalesleadership.com , or to pre order my upcoming book, The Street Savvy Sales Leader, A Guide to Building Teams that Consistently Win New Business.

Street Savvy Sales Leadership offers individual sales or sales leadership coaching, workshops, contract work, advising, and speaking engagements.

If you have any questions or comments, please email me at mark@streetsavvysalesleadership.com

 

Mark Welch

Founder

Street Savvy Sales Leadership

www.streetsavvysalesleadership.com

Sales Metrics-Yes you need it but how much is too much?

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Metrics don’t replace the Art of selling,, they augment it.

I’ve interviewed many sales leaders, accountability around sales metrics was mentioned as a top priority. So, there is no doubt that leaders recognize how important metrics and analytics are in the maximizing of their sales team’s performance.

Sales analytics basically provide information for sales management to assess the sales and marketing efforts. The analytics can help with accurate sales forecasting, more sophisticated funnel management and trends, enhanced buyer knowledge, and performance by rep. They can also facilitate more meaningful coaching conversations by giving managers the data they need to help the reps be more efficient and effective. The balancing act here is to be able to surface the optimal type of information without over burdening the sales teams.

Part of the story is to ensure that sales teams have the support they need, and that they know the “why” behind the data. Any data that can be derived and entered without the need for a field salesperson should be done by sales support when possible. Keep salespeople in the field as much as you can. For data they need to manipulate, make sure it’s easy for them to manage and that they’re able to do it remotely using mobility tools.

 

“What gets measured, gets done.”

–Mason Haire, organization theorist

 

There is no question that sales management needs metrics in order make sure the funnel is as full as it can be and that the sales group is meeting the revenue expectations of the company; however, the amount and type of information required needs to be specific to the unique demands of different businesses.

It’s safe to say that metrics are equally important to the reps themselves, as they own the outcome. The best salespeople know where they stand at all times and what they have to do to be successful. For those who don’t know, it’s up to management to assist and coach in this very important area. It may seem quite intuitive how important this is, but not all sales management or salespeople fully appreciate it.

As Jeb Blount points out in his book, Fanatical Prospecting: “It is no different in sales. Elite salespeople, like elite athletes, track everything. You will never reach peak performance until you know your numbers and use those numbers to make directional corrections.”1

The important thing to keep in mind here is to pick the right metrics that will get you to where you need to go, and ensure you are only using metrics that are necessary. Overdoing metrics will overburden the sales force with activity—that will do nothing more than take them away from filling their funnel and closing more business. 

In determining what to measure its important to measure activity as well as the outcome of the activity. Some sales people will argue, how can you measure what you seemingly can’t control, such as a customer’s decision-making process? or when a deal closes?

The major priority behind sales is to influence the decision making process and to close new opportunities. Yes there can be pieces of the decision process that are difficult to measure and change, and we can’t always predict exactly when a deal is going to close. But it is our role as much as possible in sales to influence, change, and help with buyers decisions, and to close business. So we need to measure both, the activity we need to engage in, and the outcomes we are being asked to perform.

I agree wholeheartedly with Mike Weinberg, who stated, “You cannot build a sustainable productive, healthy sales culture without a laser focus on goals and results. And that’s especially true if you want to maintain a high level of sales talent within the organization. A-players want to be pushed, expect to [be] held accountable for exceeding goals, and won’t tolerate being micro managed.”2

While the metrics are important, it’s equally important how you measure and manage them. As mentioned, top salespeople don’t like to be micromanaged—and they shouldn’t be. But knowing what activity typically drives what result is mission critical. Where the management of these metrics becomes especially important is to manage to the individual needs of each sales person. Each person is different, and therefore, how you coach and manage each person needs to be different. The same goes for metrics: they need to be used, but they need to be used in different ways for different situations.

The importance in using data is not about micromanagement; it’s about helping the reps understand what they need to do in order to meet their objectives. If used in the right way, with the right kind of coaching, the use of relevant data will be welcomed by the sales force, as they’ll  know it will help them be more successful.

Some sales organizations opt to be granular about the reps’ activity. How many sales calls are the reps making per week on average? The old adage, “You can’t sell anything unless you’re actually talking to a customer” is very true. Whether it’s an inside sales role or outside only, the dynamic is the same; and, typically, it’s a numbers game. The more customers a sales rep sees and presents solutions to, the more sales that rep is likely going to make. The issue is how many sales calls are required to be successful, and this is where art versus science comes into the picture. Until you measure the activity and get some history, you’re guessing. You need data.  And of course, where the art comes into play, some sales people will require less activity to reach the same result as they are more effective than their peers.

In enterprise-level large companies with complex sales, it’s less about the number of meetings and other specific measures and more about strategic planning and action plans around specific opportunities.

Remember, one size does not fit all. Align what you are measuring to the role and against the outcome you are after.

I would love to hear from your viewpoint on this topic, please comment below.

To read about other sales leadership topics or to increase your sales productivity check out my website www.streetsavvysalesleadership.com .

Mark Welch

Founder

Street Savvy Sales Leadership

www.streetsavvysalesleadership.com

For individual sales or sales leadership coaching, workshops, contract work, or advising feel free to contact me by email mark@streetsavvysalesleadership.com

 

1)      Fanatical Prospecting, The Ultimate Guide to Opening Sales Conversations and Filling the Pipeline by Leveraging Social Selling, Telephone, Email, And Cold Calling—Jeb Blount, John Wiley and Sons Inc, New Jersey, 2015, page 37

2)      Sales Management Simplified-The Straight Truth About Getting Exceptional Results From your Sales Team, Mike Weinberg, Amacom, 2016, page 13