As a sales leader, you may find it challenging to scale your strategy and vision.  Everyone in the sales organization needs to be laser focused on the right goals.  This doesn’t mean micro managing them to tasks.  It does require a focused effort to drive the right behaviors. It’s difficult to grow revenue faster than your industry’s growth rate and faster than your competitors. Leverage the How to Make Your Number in 2018 Workbook to access a revenue growth methodology to hit your number quarter after quarter, and year after year.

 

Being a front-line sales manager in most sales organizations is chaotic. It feels as if someone is constantly re-prioritizing your day, week, or quarter.  This leads to reactive behavior and effort not aligned to your sales strategy.  You can’t have this.

 

As the Senior Vice President of Sales, lack of alignment will cost you sleep. If your sales managers are reactive, so are the 7-10 people working for them. The sales reps closest to prospects and customers every day are most likely running around unfocused.  

 

Getting a large sales team synchronized is no small task.  A great starting point is getting your sales managers to focus on the right activities.  Sales managers should have their own style while performing these tasks. They aren’t robots.  But if they neglect these fundamentals, you risk losing sales people, customers and ultimately revenue.

 

To illustrate the right activity, below is an example of the sales manager cadence from a Fortune 100 information technology company.

 

8_Activities_Outstanding_Sales_Managers_Prioritize_-_2

 

You will notice many of these activities are development focused.  This includes:

  • Observing and coaching sales people in the field
  • Providing micro sales training each week
  • Constantly sourcing and nurturing talent, not relying solely on recruiters
  • 1-on-1 meetings  

     

Some of your sales managers may think these activities aren’t part of their job.  They will ask why the recruiters and learning and development aren’t taking care of those tasks.  The answer is that they should control their own destiny.  Relying solely on others to do business critical tasks is not acceptable.

 

Your job as the head of sales is to make your team is performing consistently across your front line reps.  If your managers are spending time chasing business then they can’t replicate themselves.  If they are sitting in the office, they can’t coach effectively to real situations.  When sales reps don’t feel supported, they find another place to work. You need a people plan to guide the development of your sales reps. 

 

Transform the sales manager role and ensure your vision is executed daily. Have expectations gone up and left you wondering if you can make your number? Here is an interactive tool that will help you understand if you have a chance at success. Take the Revenue Growth Diagnostic test and rate yourself against SBI’s sales and marketing strategy to find out if:

  • Your revenue goal is realistic
  • You will earn your bonus
  • You will keep your job

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ABOUT THE AUTHOR

Scott Gruher

Orchestrates and designs the perfect project strategy, one engagement at a time, to ensure that every SBI client makes their number.

Scott joined SBI in 2010 with years of hands-on experience in sales leadership and enterprise selling. Since his arrival, he has helped dozens of organizations dramatically accelerate growth, from Fortune 10 organizations like Phillips 66 to fast-growing cloud service organizations like InfusionSoft. Scott specializes in cross-functional alignment. He helps leaders align around the growth goal and design the right processes to bring the strategy to life. His unique combination of real world experience and a pragmatic approach to problem solving have made him one of SBI’s most demanded resources.

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