Herman Miller coined the term “Engine of Prosperity” when referring to their workplace concept of the Living Office. It presents a fundamental shift in the way that individuals work and collaborate.  Can you say the same for your sales culture?


As a CEO, how concerned are you with preserving culture? Driving innovation? Creating a winning environment?  Our research shows that these topics are “top-of-mind” for most Chief Executive Officers. They understand the interconnectedness of culture, employee satisfaction, productivity, and profitability.  That said, many CEOs do little to advance culture – specifically sales performance and a winning culture. Oftentimes it is believed that Sales Performance Management (SPM) is the responsibility of HR or sales management.  Truth is, that culture and SPM are driven as much from the top as from the trenches.


As a professional services firm, we are privy to the inner workings of many organizations. We are invited to peer behind the curtain and bring insight from our experience with best-in-class companies. This position affords us the opportunity to see the best and worst of companies. We are truly fortunate to serve these organizations as trusted advisors.    


Exploring the inner workings of an organization harkens back to an engine of prosperity or scarcity.  How does your culture, specifically your sales culture, measure up? 


To help businesses improve their sales culture, we developed the eBook 5 Methods to Create a Winning Sales Culture. Download the eBook here to discover areas for improvement.


The eBook focuses on Sales Performance Management. This is a critical aspect of a winning sales culture.  The 5 core elements around a winning sales culture are:


1.  Sales Performance Management – Leading Your Leaders:  A gap exists today in leadership coaching. How is your organization preparing, coaching and developing its leaders? Talent management must permeate the workforce from the top down. It begins with executive coaching and training your leaders. Your leaders can then do the same to those in the trenches. This coaching permeates the organization and prepares more employees for higher-level contributions. This only enhances your organization in the long run.

2.  A Sales Strategy Around Prospecting: Separate prospecting from the sales process. Lead generation (prospecting) and selling (sales process) are distinct activities and both should be cultivated individually.  A persona driven buying process map helps to add clarity. Incorporate Lead Qualification using BANT (budge, authority, need and timing).

Infuse Time Management in the process. Help reps schedule prospecting time to maximize success and avoid the tyranny of the urgent. Prospecting will always take a backseat to selling and account management activities.

3.  Ongoing Competency Measurements:  Avoid the temptation to make accountability and competency reviews part of just an annual review process. Make Continuous Process Improvement part of your talent management practice. Everyone will appreciate the additional feedback, and you’ll likely see more improvement. A full year is a long time for bad habits to form. Correct them as they arise.

4.  Assessing the Miserableness of a Sales Job:  Patrick Lencioni attributes job misery to anonymity, lack of measurement, and irrelevance.  The bottom line is that your people need to know: 


  • You care and see them as individuals.
  • How they are doing (personal performance).
  • That their work matters.

Recall Maslow’s hierarchy of needs. No one wants to spend the majority of their day in an atmosphere where they don’t feel valued.


5.  Addressing Sales Stage Reversion:  This amounts to stage regression and reflects as much on sales management as it does on sales reps. Management involvement and a defined sales process help to reduce regression and improve the sales culture.


It’s not easy to maintain high levels of morale for your employees in the trenches.  If it were easy, everyone would love their job (and clearly this isn’t the case). However, the importance of this aspect should not be overlooked. Connecting with your people, valuing them, and improving their skills will help. Not only will you retain more employees, but you will find that they are more productive as well.  All of these things lead to a stronger bottom line for your organization.


Winning_Sales_Culture_Whitepaper1Get started today by downloading our 5 Methods to Create a Winning Sales Culture.  




Aaron Bartels

Helps clients solve the most difficult challenges standing in the way of making their number.

He founded Sales Benchmark Index (SBI) with Greg Alexander and Mike Drapeau to help business to business (B2B) leaders make the number. The world’s most respected companies have put their trust in and hired SBI. SBI uses the benchmarking method to accelerate their rate of revenue growth. As an execution based firm, SBI drives field adoption and business results.

His clients describe him as a consultant who:


“Makes transformational impacts on me, my people and my business”


“Solves my most difficult problems that to date we have been unable to solve ourselves”


“Brings clarity to an environment of chaos”


“Has real world sales operations experience making him qualified to advise us on a variety of sales and marketing challenges”


“Is able to spot proven best practices that once implemented will make a material impact on my business”


“Constantly challenges status quo and compels us to act”


“Focuses on execution and driving change to stick in our environment”


“Makes good on his promises while enabling our business to realize his projected results”

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