CEOs are growing frustrated with the old style sales managers they are interviewing. Why? The CEOs we are speaking with (inside and outside of the F500) are looking for a new brand of VP of Sales. Many of you are being perceived as having reached your peak. Reinvest the sales training dollars allocated for your development to the following:

 

2012 VP of Sales Must Haves:

 

  1. Evolutionary Pace—what new capabilities have you acquired in the last 24 months and how have you monetized them in your current role? Business is moving faster and this pace is only accelerating. If you cannot outpace, let alone keep pace, the CEO is not interested because his sales force will lag.
  2. Intellectual Curiosity—how did your curiosity about new opportunities in your current role drive measurable results? Or did you just salute and execute? CEOs are looking for inquisitive sales officers that will provoke the organization to do rethink the go to market strategy when they arrive. They don’t want somebody recycling strategies from their past life.
  3. Strategic Orientation—how did you align the corporate strategy with the sales strategy where you currently work? Can you crisply articulate a sales strategy that has evidence of being deployed
  4. Collaborative-how did you work with other functional groups to drive the execution of the sales strategy in your past roles. What did you do to pull the organization with you vs. isolate the sales team as its own separate entity. CEO’s want influencers not bulls that “shatter the glass”.
  5. Personal Discipline-how did you create an environment where the sales force did not chase the next best thing? 2012’s sales forces will be successful based on what they choose to ignore. Staying focused on the execution of the strategy, driving no more than 3 strategic initiatives a mile deep vs. thrashing around with 20 flavors of the day an inch deep.

 

My friend John Gleason is leading Ryder to record setting revenue growth 18 months into his tenure as the EVP of Sales and Marketing. He pushes his team to grow new capabilities because he is doing it alongside of them. He hires internal experts like Chris Fris to help push the evolutionary pace. He ensures the sales strategy is aligned with the corporate strategy by being thoughtful of where Ryder is going vs. where they have been.

 

Call To Action-start today:

The investment in the above personal sales training will be quickly monetized in the promotion to a VP role or increased performance in your current position.

 

Follow @MakingTheNumber

 

ABOUT THE AUTHOR

Matt Sharrers

Leads the firm's focus on the CEO’s role in accelerating revenue growth by embracing emerging best practices to grow revenue faster than the industry and competitors. 

Matt Sharrers is the CEO of SBI, a management consulting firm specialized in sales and marketing that is dedicated to helping you Make Your Number. Forbes recognizes SBI as one of The Best Management Consulting Firms in 2017.

 

Over the course of nearly a decade at SBI, Matt Sharrers was an instrumental early partner guiding SBI as the Senior Partner. Matt’s functional responsibilities included acting as the head of sales where he led SBI’s double-digit revenue growth, and was responsible for the hiring function to build SBI’s team of revenue generation experts.

 

Prior joining SBI in 2009, Matt spent eleven years leading sales and marketing team teams as a Vice President of Sales. Matt has “lived in the field.” As a result, he is the foremost expert in the art of separating fact from fiction as it relates to revenue growth best practices. CEOs and Private equity investors turn to Matt’s team at SBI when they need to unlock trapped growth inside of their companies.

 

 

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