Creating the Perfect Sales Team Manifesto
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Creating the Perfect Sales Team Manifesto

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This sales team management manifesto is a culmination of first hand experience, C-level interviews, associated selling teams, top sales people at large enterprise companies and salespeople at ...

This sales team management manifesto is a culmination of first hand experience, C-level interviews, associated selling teams, top sales people at large enterprise companies and salespeople at start-ups. There are universal attributes across the selling experience and collectively what makes a great selling organization. As a manifesto this is a statement and not a definitive plan. Creating a great selling team is hard work and resource heavy. The best investment you can make in your selling team is to actively manage your team and create an environment of mutual respect and personal competition to personally identified goals. The end result is a productive team that is more easy to retain with significantly less failure and turnover. Great teams simply start with great management. Great management comes from great experience and great methodology working across the selling enterprise.

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Creating the Perfect Sales Team Manifesto Creating the Perfect Sales Team Manifesto Presentation Transcript

  • © 2012 Greg Holsen. Greg.holsen@greg.holsen.com 2
  • Creating the Perfect Selling Team Manifesto is the best practices I have uncovered from over 20 topCEO’s here in the Silicon Valley, successful team builders, recruiters, first hand selling and managementexperience and top performers of the leading 3% of salespeople.Perfect selling teams are not built once, they are build daily and it takes a lot of good strategy andmanaged effort to make sure that the selling team is squarely positioned in the heart of the rapidmoving opportunity. This is the base of an operating system that creates critical high level standards andmilestones for effective and consistent sales team revenue growth.The well built and managed sales team will create the highest return on investment, the best support ofcompany growth and be a cornerstone of the forward culture of the organization.What would your own selling organization look like if these things were in place and consistentlymonitored tracked and optimized? Greg.Holsen@gregholsen.com 408.260.5326 www.gregholsen.com © 2012 Greg Holsen. Greg.holsen@greg.holsen.com 3
  • The Top 5 Challenges Management Often Struggles With In Their Selling Team For some, they’re frustration comes because they or their peopleNot Meeting Goals are not in front of enough qualified prospects on a consistent basis to meet their goals. Long Sales Cycle Others are frustrated that their sales cycle is taking longer and longer and they’re not sure what to do about it. Poor Margins Some are angry that they have to constantly lower their price to make the sale and wind up selling at margins that don’t sustain their business.Worthless Proposals And still others who do proposals, become sick every time they see them shopped around town for the lowest price. Think-It-Overs And then there are those who make “million dollar presentations,” only to walk away with “think-it-overs.” DOES YOUR TEAM SHARE ANY OF THESE CHALLENGES? © 2012 Greg Holsen. Greg.holsen@greg.holsen.com 4 View slide
  • L a ck o f a S e llin g Sy s t e m Multiple sales operating systems makes managing teams nearly impossible P o o r A c c o unt ab ili t y Teams failing to run tight to the dollar and frugal on time is a costly oversight.P o o r o r Co n f u s i n g Co m m u n i c a t i o n What where and why if not fully defined and reinforced creates lost teams and frustration Gr e at s al e s p e o p l e t ur n e d into s al e s m an a g e r s . If using a proven operating system why take a top producer and move them out of revenue development? W r o n g s al e s p e o p l e in t h e w r o n g s e llin g r o l e s . Moving underperforming salespeople to right skills or out of sales is critical for team efficiency and health. © 2012 Greg Holsen. Greg.holsen@greg.holsen.com 5 View slide
  • Bridges to Nowhere Produce Disastrous Outcomes© 2012 Greg Holsen. Greg.holsen@greg.holsen.com 6
  • 25 Top Reasons Sales Teams Fail 1. Poorly screened, missing the “can” and “will” for prospecting. 2. Poorly developed abilities, with little to no advanced selling education. 3. Poorly managed or fear-based culture often given little useful guidance. 4. Loss of team focus or strategy. No clear on win/loss analysis. 5. No control of selling process, prospect maintains control resulting in poor results. 6. Entrenched in non-selling activity during crucial selling hours. 7. Poor or confusing compensation plan and /or poor or unattainable incentives. 8. Managed by “seasoned” salespeople instead of a technically developed sales manager. 9. Isolated - Not treated as an important contributor or part of the management team. 10. No ongoing learning environment for growth or skills expansion. 11. Treated as a disposable asset instead of an asset that is well worth maintaining. 12. Little to no ongoing psychology monitoring to see where problem areas are arising . 13. Six month mistake of hoping an unqualified or underperforming salesperson will succeed. 14. Poor marketing or sales message, leads to prospect and salesperson frustration. 15. Poor or mismanaged products hurt sales, & commissions and breaks down moral. 16. Demoralizing team turn-over. Revolving door creates “temporary job positioning” 17. Poor overall celebration or recognition for successes. 18. Poor integration of the sale team into customer service and support operations. 19. Poor quality selling tools or lack of tools. Not intuitive, easy or mobile. Complex. 20. Low client importance by management or poor support for the deal by organization. 21. Asking salespeople to be detail people or serve in customer support capacity. 22. Asking salespeople to be collections people. 23. Poor time management , drive or self realization of sales team members.. 24. Poor prescriptive plan for “self medicating” or personal management in deficient areas 25. Don’t have a internal mentor or accountability partner. that has and drives the intense desire for success. © 2012 Greg Holsen. Greg.holsen@greg.holsen.com 7
  • © 2012 Greg Holsen. Greg.holsen@greg.holsen.com 8
  • TEAMIDENTIFY PERSONALITY & SKILLS INVENTORY BE CLEAR ON THE FUNCTION & REQUIRMENTSALWAYS BE RECRUITING & LOOKING FOR GREAT TALENT HIRE SLOWLY – FIRE QUICKLYCREATE A DIVERSE TEAM STRUCTURE WITH SPECIALIZED SKILLS CREATE A DISCIPLINED TEAM THAT UNDERSTANDs THE “SPORT” OF SELLING © 2012 Greg Holsen. Greg.holsen@greg.holsen.com 9
  • CULTURE BUILD CULTURE OF SUCCESS – BUILD ON FAILURES – CELEBRATE SUCCESSES. FOCUS EFFORTS ON MOVING GOOD SALESPEOPLE TO GREAT SALESPEOPLE TO DRIVE SALES GROWTH. EVALUATE, INVENTORY AND MOVE POOR SALESPEOPLE INTO THE RIGHT JOB IN THE COMPANY. ORGANIZATION ABSOLUTELY SUPPORTS SALES ORGANIZATION AND DEPUTIZES EVERYONE AS A SALESPERSON. BE COMPETITVE. BE INTELLIGENT. BE SERVICE MINDED. NEVER LET MEDIOCRITY SNEAK INTO ORGANIZATION AS IT POISONS THE POOL. "Reinforce what you want to see repeated: What gets rewarded gets done." -- Brian Tracy© 2012 Greg Holsen. Greg.holsen@greg.holsen.com 10
  • TURNOVER Be clear on your team’s assets and their weakness (their inventory).Be aware of and responsive to what drives each person INDIVIDUALLY. Track constantly – indicators show up early and corrective action eliminates loss.Be a great boss and offer a great challenge. Stretch your team professionally, be extraordinary! Manage team behaviors Teach always and allow mistakes. not sales. Sales comes with Everyone learns differently, but the great always want to be better and the right behaviors occasionally stumble when climbing. © 2012 Greg Holsen. Greg.holsen@greg.holsen.com 11
  • GOALS Have a clearly defined goal system (SMART) with each team member – review weekly to activity.Identify key members in the organization that drive successful goals andare good mentors to help lift others. Measure, document and display goals – quickly reward results and adjust behaviors that are limiting results. Create team goals that individual teams roll into. Create some peer pressure to contribute to team goals. Set s t r e t c h goals based on high industry metrics or exceeding company results. Remove obstacles that will prevent attainment. ""At any moment in time, our reality is based on whatever we focus on." -- Anthony Robbins© 2012 Greg Holsen. Greg.holsen@greg.holsen.com 12
  • VARIABILITY Systematize the selling organization to a single selling system Bring management and customer support into selling program for consistent messaging. Integrate marketing discovery into the sales process for messaging accuracy / consistency. Keep a defined schedule of meetings. Create integrated team working toward unified goal. Define expectations regularly and consistently. Create a prescriptive plan for eachsalesperson to fill key gaps. © 2012 Greg Holsen. Greg.holsen@greg.holsen.com 13
  • PROXIMITYManage behaviors and beliefs, closely monitor activity and results of activity, adjust outcomes. Always hold effective and worthwhile sales meetings. Share best practices but manage to a defined and adopted selling system. Be present. Ride along on calls and meetings. Be available. Make the time for the team. Meet with successful clients or failed prospects to determine decision criteria & update team – adjust processes & messaging continuously. Meet with team members individually and assess levels of engagement, eliminate "...you win by trying. And failing. Test, try, fail, success obstacles. measure, evolve, repeat, persist," - - Seth Godin, author of Unleashing the Ideavirus © 2012 Greg Holsen. Greg.holsen@greg.holsen.com 14
  • SUCCESS Enrich lead development. Teach lead Streamline account support so thatdevelopment/networking. Improve trade show salespeople can sell vs. babysit problems. behaviors & outcomes . Reward tenacity Foster referral and account .growth in current clients. Make them raving fans. Reward generously when salespeople break through personal confines, limiting beliefs & boundaries. Monitor progress often. Create strong cross departmental support so that EVERYONE participates Recognize success publically, often in client success. and loudly. Recognition is the other side of compensation. Success is a journey, not a destination. It requires constant effort, vigilance and reevaluation. -- Mark Twain © 2012 Greg Holsen. Greg.holsen@greg.holsen.com 15
  • ~Greg Holsen© 2012 Greg Holsen. Greg.holsen@greg.holsen.com 16
  • NOW WHAT? Passion really is transferable. Very few salespeople today ever aspired to be salespeople, so we know they are not “born into it”. Great sales people start with commitment and learn tactical selling as a vehicle to monetize their strong commitment. Passion for being a great sales professional comes from a leader that is passionate about selling and celebrates the results of serving the client to Find a leader success. for your sales team that has If you are looking for a leader to move your sales team in a rapid upward ascension, please contact Greg Holsen. Greg has worked with over 300the passion for companies including Fortune 500 and Startups. their Creating an amazing selling experience starts with a dedicated teamunconditional working from the same proven selling platform and operating system. An success. organizational commitment that the selling team can and will be the very best in their industry. They must run business on intelligence instead of price; detect the commitment to move forward or move on and they must get in front of more and better prospects with each call. Is it time to move your team upward? Greg Holsen 408-260-5326. © 2012 Greg Holsen. Greg.holsen@greg.holsen.com 17
  • 5201 Great America Pkwy #229 Santa Clara, CA 95054 O 408.260.5326 M 408.685.1008Presentation © Copyright 2012 Greg Holsen. Replication and Use by Permission Only. 18