The evidence that formalised sales processes improve sales performance is absolutely overwhelming - a raft of studies have shown that companies that have implemented structured sales processes outperform companies that haven’t by anything from 20-45% or more. So why are so many companies still so reticent?
A lot of the time sales managers are created from successful sales reps. But with a management role comes responsibility for others, and this is where challenges often arise, as there is a whole new list of responsibilities and KPIs that have to be met, and often you don’t have direct control of the reins – your team does.
For sales managers, developing others abilities is even more important today than it ever has been. Indeed, it's the emotional competence most frequently found among those at the top of the field. This is a person-to-person art, and the effectiveness of counseling hinges on empathy and the ability to focus on our own feelings and share them.
The average cost of a failed ramp-up or miss-hire can be six times base salary for a sales person and 15 times base salary for a manager, according to the book “Topgrading,” by Bradford Smart. Also, considering that almost half of all salespeople don’t reach their targets, the importance of effective recruitment and ramp-up should be a topic in focus for sales managers.
One of the most important aspects in high performing sales organizations is sales managers’ ability to coach and give effective feedback. This was one of the main findings in ProSales research, “Performance management in B2B sales.” But how can sales managers coach and give feedback effectively? Here are 5 tips to get the best out of your sales performance coaching efforts.
I just read a fascinating book called “The Checklist” by surgeon Atul Gawande. The advice in the book is 100% applicable for sales leaders who are looking for ways to improve processes that positively impact performance.
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