In the sales profession, the main focus is how to win more customers. Sometimes, it’s about how to better serve customers and build trusting relationships. Even less often, it’s about how we can serve employees and create a better environment for them to work in.
At the peak of my Solution Selling business, in the mid-90s, I was speaking to one of our clients. He was the VP of Sales of an enterprise B2B salesforce of 200 reps, and he was frustrated. He was selling highly complex software as a service application to chemical, drug, and oil companies.
Great sales coaches are the critical multiplier for sales performance, and open-ended questions are one of the most powerful tools in the coaching toolbox.
When one loves to explore data and has access to a huge database of salespeople over 685,000 strong, what happens? Well, for me, I can’t help myself. I frequently analyze elements from that database. Recently, I went mining for insights on consultative selling.
If you visualize your sales as a pipeline, with leads going in one end and revenue coming out the other, it’s easy to see that the rate of flow through that pipeline matters.
I was talking with a worldwide head of sales and their sales enablement team. They said they want their managers to start proactively coaching effectively and consistently. Throughout the conversation, everyone kept making a similar comment. “WE WANT ALL MANAGERS TO COACH 70% OF THE TIME.”
From north to south, east to west, Membrain has thousands of happy clients all over the world.