Turn Top Sales Performers Into Great Sales Managers 

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Many new sales managers think they are good at managing salespeople because they excel at selling. While selling may have come naturally to them, it’s not innate for everyone. And now, a frontline manager, it’s their job to recognize performance barriers and empower their reps. 

 

But a promoted salesperson often has a hard time letting go of the adrenaline rush that comes from being in the action and chasing big deals. He or she may end up taking charge of a customer relationship and finish the sale, undermining a rep’s motivation and confidence. Equally problematic are first-line managers who expect everyone to produce the same exceptional sales results they delivered – but without providing any coaching or constructive feedback.  

 

A recent report from Gartner found that the average sales manager spends only 21% of their time coaching – it simply gets pushed aside. Turnover becomes high in situations where businesses are not producing skilled reps who have learned to achieve revenue growth on their own. Progressive organizations, however, recognize that teaching managers how to deliver personalized coaching and training – which ultimately produces high-achieving team members – has a greater impact on overall sales performance than just training the sales reps alone.  

 

We were recently hired by such an organization. Their new sales rep team was being managed by their superstar salesman – who was also new to the role. With his compensation tied to the team’s revenue numbers, it was understandable that he wanted to “make it happen.” He was involved in every account, micromanaging the reps, constantly asking for updates, solving problems, and often stepping in to save the sale as quarter-end approached. While the compensation was good for all of them, the manager was exhausted and the reps felt unappreciated, unmotivated, unfulfilled and eventually, unable to work under such conditions. 

 

Major change was needed and teaching their first-line managers how to coach their direct reports on sales skills was priority one. We helped the organization link its sales process to practical, teachable selling skills, setting up a structure for skills coaching based on individual sales reps’ needs. The change came slowly but steadily. Because the managers were trained around conversations on current account strategies and within the parameters of their busy schedules, they developed muscle memory around their new coaching skills through practice with their teams.  

 

Results followed, with an 11% increase in revenue from existing customers, a noticeable increase in the new opportunity pipeline, and a happier, more productive team. So remember, if you’re looking to drive sales productivity, make sure coaching is a part of your process.   

 

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Are You Selling What Your Customers Are Buying?

Selling is harder than ever. Sales cycles are longer, budgets aren’t always clear and the balance of power is no longer in the hands of the seller.

According to Global Newswire, 95% of customers in 2023 read product reviews before making a purchase. And according to Trustpilot, 89% of global consumers say checking online reviews is part of their buying journey. Having informed buyers isn’t a bad thing, it just means your sales process better include insight into the buyer’s habits. This includes not only how they buy, but also how they research, compare vendors, shortlist and make final decisions.

Many customers still go through five stages when completing a purchase – awareness, consideration, intent, purchase and re-purchase (renewal) – the difference is the order may not be linear.

Nowadays, buyers can move halfway through a buying cycle without much direct seller interaction. They already have information or “misinformation” from other sources. To simplify your evaluation of where they are in their buying process, ask questions and listen intently! This will help you plan your pitch accordingly.

And remember, you’re guiding them to options and/or a solution not telling them what to buy. Do timely research on your customer and current trends in their industry. Your value proposition is critical. Tell them something they haven’t heard before – make them want to learn what you have to say and how what you have to sell will make their business better.

A successful sales team knows that how customers move through the sales process has changed. Multiple touchpoints are needed and the process often takes longer. High-pressure sales will likely backfire.

Do you know the ins and outs of a successful sales process in today’s landscape? Flannery Sales Systems can help. Organizations turn to us to develop and implement a customizable, effective and repeatable sales process. We research your unique needs to help us understand where your team can benefit from improved skills and sales processes. Flannery Sales Systems works with a broad cross-section of industries and we are confident we can enhance your results. Contact us to learn more.

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On The “Trail” Again: San Jacinto Mountains

Happy New Year from the San Jacinto Mountains. John discusses articles from our upcoming newsletter that include Your Pipeline, Your Success and How to Use Stories to Connect with Prospects and Qualify Leads. Altitude, Solitude and Gratitude. Wishing you all a wonderful 2024.

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Your Pipeline, Your Success 

Missing sales goals is not what an executive team member sets out to do. Invariably, however, quarter or year-end surprises happen. Being able to trust your pipeline will minimize those blunders. But that’s the rub – discounting, the rush of quarter-end contracts and erroneous optimism impact forecasting.  

If you want a pipeline you can count on, follow these best practices: 

Define Your Sales Process
Know how long each type of opportunity takes to move through the pipeline. Is the buyer just including a discounted offer within negotiations and keeping their original timetable? Don’t devalue your offer too soon. A discount on the wrong solution doesn’t help anyone.    

Develop Opportunity Profiles
Different types of deals have different types of characteristics. Use that data to create opportunity profiles. A review of those profiles will show the sales team (and management) what the portfolio looks like in real-time. Is there a good mix or are all opportunities tied to discounting? Will a new decision maker or stronger value proposition bring about the sale? Don’t put all your eggs in one basket.  

Grade Each Opportunity
We know not all opportunities are created equal. Use standardized milestones to assign a grade to opportunities in the pipeline. With measurable fact-based rules and grades, you can forecast your pipeline accurately.  

Capture Enough Opportunities
This number varies depending on the length of your sales cycle and your win ratio. You should have at least three times as many opportunities in the pipeline as your sales goal. 

Continuous Business Development
If you’ve ever had your pipeline run dry you know it’s not fun. To avoid that, salespeople should spend 10-20% of their time every week or month on business development. There’s a constant ebb and flow with any pipeline as opportunities are downgraded, closed or deleted. This is an effective tool that builds relationships and turns your team into playmakers.   

Ongoing Review
When a management team values opportunities and leads salespeople know it and act. Have you ever met a salesperson who doesn’t want to meet expectations? When those at the top take the time to evaluate and measure the pipeline, your sales team will appreciate the focus and pay attention too.   

In life and in sales, a goal without a plan – and measurable steps – is just a wish. It takes discipline and drive to manage progress and adjust as needed. Achieving your goal depends on evaluation – it’s worth it.  

Flannery Sales Systems helps organizations develop and implement a repeatable sales process. Improving the effectiveness of your sales organization is the key outcome we provide to clients.  We would welcome an opportunity to explore your needs and understand where you could benefit from improved skills and sales processes. Flannery Sales Systems works with a broad cross section of industries and we are confident we can enhance your results. 

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