Do this now: Go to one of your people and ask them for one thing they need help with, and then spend 3 minutes coaching them on that thing.
When you’re done, ask them how you did. Ask them about your coaching style. Ask them how useful those 3 minutes were and how they will use the information you shared to fix the thing they needed help with. Do you like the feedback you’re getting?
In the world of more complex b2b sales, where an investment in your product or service will actually require changes in the organization – I would argue that the fundamentals for success are still the same, despite the Internet and new technologies.
The primary role of the sales manager is to coach, measure and hold all members of the sales team accountable, helping them build and manage a healthy sales pipeline big enough to consistently make their numbers.
If you are involved with complex business-to-business sales, the new reality is that you are facing buyers who are more educated than ever and who involve more stakeholders in their decisions. Simply put, selling has become more challenging.
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.
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