Connect with us

Sales Strategy & Management

It’s All About Accountability For Sales Managers

Leaders who deliver accurate forecasts will rise through the ranks thanks to accountability.

Jeffrey Fotta

Published

on

sales-people

It seems like only yesterday sales managers were responsible for one thing: Generating as much revenue as possible. However, the new reality is that 58 percent of sales organisations say bottom-line management responsibilities are now the norm, with Best-in-Class companies being 40 percent more likely to support this philosophy. Sales VPs with no experience managing revenue and cost columns are unlikely to join the executive table.

The reason for this is simple: Sales and accurate forecasting affect all facets of a company and its operations – from revenues to resource planning. Without a clear understanding of what’s driving ROI, C-level executives don’t know what areas of the business are working and which require attention.

As a result, sales managers now have an inescapable level of accountability if they wish to accelerate their careers.

Related: No Successful Salesperson Is Too Proud To Use Any Of These 12 Shameless Tactics

Rather than let this scare you, think of it as an opportunity to prove your intrinsic value. Here are a few considerations to help you lay the groundwork for this.

Refine your people skills

Just because you have a reached a leadership position in your sales organisation does not mean you know everything there is to know. In fact, improving yourself only gets more crucial from here on out, especially when it comes to effectively managing people (reps and clients alike.)  Take the time to regularly engage with everyone. Listen and learn from them to understand what they are really communicating, through words or actions.

When it comes to your reps in particular, as the manager it’s up to you to learn which coaching styles will get the preferred results. Some people excel when thrown into the deep end and forced to figure things out themselves. Others are the complete opposite.

“You really have to ask a lot of questions – and even some questions twice, but in a different way so that you can really understand that person,” says Jayna Cooke, CEO Chicago-based EVENTup, and former VP of Business Development at Groupon. “The questions need to be broad so you can really get a feel for where they are coming from.”

Related: The Personalities You Should Engage To Be Better At Sales

Employers will always value those who have the skill of interacting with other people, so do more of it. The more expertise you can develop in empathy, teamwork, and communication, the closer you’ll get to the C-Suite.

Take a scientific approach

accountability_sales-manager

As I alluded to, the days of estimated forecasts are over. The data analysis tools available today have a very important thing in common: An understanding of how past sales activities have generated specific results. Since, in reality, most teams do not hit their numbers every month, a wise sales manager will implement a methodology based on the types of activities that are most likely to deliver the desired results.

If you bring new people in and you let them flounder and don’t look at what they’re doing, you’re certainly not helping them succeed. Reps who don’t succeed quickly are apt to leave, and a high amount of turnover is a red flag to senior executives.

To build team-wide success, managers need to leverage these data-driven insights into the activities that sales reps conduct every day.

Related: 7 Simple Ways To Close More Sales

Ultimately, this activity data paints a much more accurate picture of where your team stands against current goals, letting you know exactly which areas require your focus.

Turning this knowledge into coachable moments will contribute toward expanding the pipeline, growing the top line, and moderating the bottom line, resulting in more accurate forecasting, which is what the C-Suite wants to see.

The bottom line

The most efficient way sales managers can excel in the area of accurate forecasting is to dig deeper than the deals closed and tap into activity data to see how these deals are really being worked.

You’ll be able to understand which activities are paying off and which aren’t, enabling you to develop a sustainable method of performance excellence that will catch the attention of the C-Suite.

Sales leaders who manage rep activity and deliver accurate forecasts will rise through the ranks thanks to accountability.

This article was originally posted here on Entrepreneur.com.

Jeffrey Fotta is president of Boston-based Gryphon Networks, a provider of sales intelligence and marketing-compliance solutions to enterprises. Originally the firm’s CFO, he has served in several leadership roles at the company.

Advertisement
Comments

Sales Strategy & Management

Get Those Quotas Moving (Upward!) In 2018! 5 Things Your Salespeople Can Do

Fewer than half of salespeople make quota, on average. Here are some best practices for to help them hit their targets in the new year.

John Holland

Published

on

sales-man-business-quota

Whether they had a tremendous 2017 or a difficult one, sellers likely hit the re-set button with the start of this new year. And that button push probably was accompanied by more aggressive quotas for those sellers to achieve in 2018.

So, what should sellers do to gear up for the coming year? As 2018 gets under way, here are five things I can share to help sellers get off to a good start.

1. Avoid stale quotes and proposals

Unlike fine red wine, proposals that have been in the sales pipeline more than 45 days old aren’t getting better. Many of them, in fact, are likely to have “no decision” outcomes.

So, if you’re the seller, what’s going on? There may be instances where your prospects have chosen a competitor and not given you the bad news. My suggestion is to send a snail mail letter, “return receipt requested,” to the highest level you’ve called on within the account. State in the letter how long the proposal has been outstanding, noting that you haven’t been updated on its status and that you intend to withdraw if you don’t hear anything back.

Related: 3 Questions To Guide You To Success In 2018

The hope is that your letter will cause the buyer to contact you and say there is still interest. If that’s the case, you can ask to revisit the opportunity (help facilitate a cost vs. benefit analysis) and see if a revised recommendation can be made.

If your letter doesn’t elicit a response, you can safely remove it from your forecast. While that’s not the desired outcome, you’ll have the benefit of a more realistic view of the size and health of your pipeline.

2. Create add-on opportunities

Sellers often believe that if customers have additional needs, they’ll proactively reach out. Certainly, close rates will be higher when there is an existing relationship vs. when sellers are closing new accounts. That’s why sellers should take a look at each client and try to determine potential business needs that might be addressed through the use of their company’s offerings; they should then proactively contact the key players who might be interested.

The key to initiating add-on opportunities is taking executives from latent to active need for a company’s desired business outcomes.

3. Be realistic with nurtured leads

If the cost of your offerings exceeds $50,000, you may want to take a hard look at the entry level that nurtured leads provide. My view is that many of those leads get sellers in touch with people that are doing product evaluations. So, those people may not be working with budgets and have not identified potential areas of value/payback that can be realised through the use of your offerings.

Ask yourself if the contact you’ve been given is a potential champion who can provide you access to the key players you must call on to sell, fund and implement the offering being considered. If not, I suggest you treat the contact as a coach that may be willing to get you an introduction to a higher level that may then serve as your champion. My thought is to gain access to people who will see value in your offerings.

Related: How South Africa’s Small Businesses Plan To Invest Their Money In 2018

4. Ask for referrals

Satisfied customers can be under-used assets, especially if sellers can help them quantify results.

My preference is that sellers break down benefits and values specific to titles and outcomes that have been achieved using those sellers’ offerings.

Once quantified, sellers can ask if their customers know of any other individuals or companies they could be referred to.

5. Plan a sales cycle ahead

When I was in engineering school, I was a “just-in-time” learner in that I studiously avoided professors who assigned homework and also approached midterm and final exams with some last-minute cramming.

Some sellers follow my academic model – and that’s not smart: In terms of their year quota, many sellers who are not YTD against their numbers believe they can close enough business in the last quarter to make up for their previous gaps. But this is a very stressful strategy, and there will be times when sellers run out of runway.

An alternative I’d suggest is for sellers to break their quota into monthly increments and multiply that number by the months in an average sales cycle. They can then estimate their close rates and set pipeline thresholds they should try to exceed.

Once they’re at the stage of interviewing committee members, sellers can then negotiate their activities and time frames via a written document with buyers (I call this pipeline “E”). Here’s an example of how to project ahead:

  • A seller has a $2.4 million quota ($200,000/month).
  • Her average sales cycle is four months and her close rate is 50 percent.
  • Therefore, her “E” target is to close $800,000 or more every four-month period.
  • At any time, if she is YTD or better, her E target will be $1.6 million in her pipeline.
  • In a given month, any shortfall from YTD must be doubled and added to that $1.6 million; business development efforts must be ramped up.

Being aware of YTD performance to date and projecting the sales cycle that’s ahead on a monthly basis can reduce stress levels during Q4.

And reducing stress is good, right? I hope these tips can help make your 2018 a great, and de-stressed, year.

This article was originally posted here on Entrepreneur.com.

Continue Reading

Sales Strategy & Management

(Podcast) Are All Prices Negotiable?

Person, socialisation, product, place – what are the key differentiating factors between those who negotiate price and those who don’t? And who determines the value of a product?

Nicholas Haralambous

Published

on

nicholas-haralambous

What is up for negotiation? When should you be negotiating prices, and when should you be open to negotiating prices with your customers?

Person, socialisation, product, place – what are the key differentiating factors between those who negotiate price and those who don’t? And who determines the value of a product?

Listening time: 8 minutes

Related: (Podcast) Phone Calls Often Solve Email Problems

Continue Reading

Sales Strategy & Management

Sales Leadership: The New Frontier

The Leadership skill of Influencing people increasingly trumps “hard selling techniques” as people enjoy the feeling that they are forced into buying a certain product less and less.

Dirk Coetsee

Published

on

sales-business-leadership

“Once upon a time only certain people were in sales. Every day, these folks sold stuff, the rest of us did stuff, and everyone was happy. One day, the world began to change. More of us started working for ourselves- and because we were entrepreneurs, suddenly we became salespeople, too. At the same time, large operations discovered that segmenting job functions did not work very well during volatile business conditions-and because of that, they began demanding elastic skills that stretched across boundaries and included a sales component.” – Daniel Pink

The transformation of sales persons to Sales Leaders is not only the essence of this article but increasingly becoming a necessity, considering the skills demand required to convince people to buy your product or service within an modern environment wherein the consumer is spoilt for choice.

Related: 3 Strategies For Closing Sales Without Picking Up The Phone

In general staples in the make up of old school sales training was and in some cases still is: Product knowledge, fielding sales calls in a friendly way yet creating urgency, learning the ability to overcome client objections and of course do not forget the all-important methods of upselling.

All those elements of selling are still important in general yet “soft skills” such as active listening, handling conflict, and above all removing the emphasis from selling a product or service to selling an enhanced lifestyle or life experience has become the new frontier for the sales game.

The Leadership skill of Influencing people increasingly trumps “hard selling techniques” as people enjoy the feeling that they are forced into buying a certain product less and less. The “parrot method” of drilling sales scripts into the salesforce of the company is slowly but surely becoming obsolete as people want to feel that they are being cared about and considered within the sales process as individuals. “Caring for the other person is the only leverage in any conversation”, Gary Vaynerchuk says.

The above theory calls for a balance between Sales Leaders whom inspires their sales teams to create a personal, professional, and vibrant environment for their customers wherein which they are highly motivated to buy, and Sales managers whom monitor the key sales metrics and checks that sales procedures are being followed. In the modern world both Sales Leadership and management are needed at each end of the balancing scale.

Still, to this day an unfortunate large proportion of sales people are like lambs put to the slaughter, within some situations, as the only weapon taught to them is product knowledge and wearing a smile and then suddenly a very unhappy customer unleashes their anger upon them, and now the poor sales person has no knowledge in terms of how to deal with conflict, generally speaking. How to cope with and overcome conflict and other negotiation skills has become paramount in sustaining very good client relations.

Ethical Leadership is also strongly put forward as a necessary component of any sales training or course through this article. Sales techniques filtered through the companies Vision, mission statement and value system to test its validity and alignment to the companies’ culture can be increasingly effective as opposed to simply applying generic methods of selling which is not always aligned to the company ethos. A high level of ethics amongst Sales Leaders can ensure that after sales promises are kept and that the product sold is in effect as good as propagated by the sales person.

Related: The 5 Best Actions You Can Take To Improve Sales Calls

When a servant leadership culture is prevalent within your company it goes a long way to ensure that your sales people create a caring and positive experience complimented by an enhanced after sales service. Servant Leadership within a sales context is to put the customers’ and teams’ purpose above the individual team members purpose and that by itself is a potential multiplier of sales performance.

A highly important factor within the context of sales performance is the sales Leaders’ ability to formulate the right questions to be asked of the client in order to create a very pleasant experience. Statements in general can be quite dangerous as it is normally viewed as final and very hard to take back once communicated. Questions on the other hand requires an answer and when posed in a caring way can quickly establish rapport with a client.

Subtle nuances picked up by the Sales Leader through asking the right questions can greatly assist in creating positive client engagement. A practical example would be to refrain from the very obvious question of:  how are you? People are so used to being asked this question that they are not likely to give you a very open and honest answer and will be likely to provide you with very generic answers such as, “Fine thank you, “Well thanks and you”, and so forth.

By very simply changing the question to: “How are you feeling today? “, the very perceptive Sales Leader can relatively easily pick up on the client’s emotional state and adjust the conversation from there in order to create rapport.

In Summary, this writing actually asks one question to all CEOs’ and/or boards that must take their companies forward towards a desired future state: Do you want sales people and managers whom are likely to maintain the status quo, or do you seek Sales Leaders whom will challenge the status quo and will always be willing to ask more of themselves in terms of increased skill levels and performance?

Continue Reading

Trending

FREE E-BOOK: How to Build an Entrepreneurial Mindset

Sign up now for Entrepreneur's Daily Newsletters to Download​​