1Why Slow Sales LeadersWon’t Survive
2SPEED…Customers demand it.The Marketplace requires it.The Board and CEO expect results now.
3Yet many sales managers areslow to respond.
4Yet many sales managers areslow to respond.WHY?
5Because speedrequires more timeand effort from asales manager.It requires takingrisks and learningfrom failure.The averag...
6This presentation will explore ideas salesmanagers can implement to increase their speed.
7One key technique we’ve found successwith is taking the agile approach.Agile is a group of methods based oniterative and ...
8Here’s an example of how it should beapplied to Sales Leadership…
9Meet‘Just Getting by’ JeffJeff’s been a sales manager for 5years. He was promoted afterconsistently high performance as a...
10Deep inside he knows promotion just meansmore work and responsibility.Jeff wants morewithout anyadditional work.Imagecou...
11Jeff is slow to….• Fire poor performers• Change datedprocesses• Hold his teamaccountable• Acquire newcapabilities• Execu...
12Download theSALES LEADER AGILE CHECKLISTto outpace your peers and Make theNumber
13You can find Jeff in the office between 8-5almost every weekday.He only attends salescalls at the requestof his reps.Jef...
14The population of top tier sales managersis shrinking.Sales managers areregressing to averageas the marketoutpaces them....
15Sound familiar?Your organization probably has a few Jeff’s around.The multipliereffect of Jeff isscary.Jeff enables acul...
16Meet‘Agile’ AnthonyAnthony works a few hours morethan Jeff each week, but not much.He focuses on value added activities....
17Anthony’s team knows what is expected of himHe spends most of his timeobserving and coaching.Anthony has built a culture...
18Anthony has studied the concept of Agileand applied it to his team.Anthony’s Key Activities for 2013Agile activities dri...
19Download theAnthony’s AGILE CHECKLISTfor detailed guidance on how toimplement the following suggestions…
201. Develop a customer research cadence:a. Social Listening – what are customers following,saying, and doing?b. Customer ...
213. Empower Your Teama. Coaching with questions vs. directing.b. Turn your team into an idea factory by adopting ideasthe...
22The ResultsAnthony’s team uses these techniques to beresponsive to changeThey produce new ideas, are selfaware, and they...
23Anthony doesn’t even focus on the end number.Anthony’s goal isn’t to hit his quota.It is for every person on his team to...
24Evolve like Agile AnthonyDownload the Sales Leader Agile Checklist bypressing here.
25Learn MoreIf you don’t have a content management process or need helpoptimizing your current one,Contact us to hear the ...
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Why Slow Sales Leaders Won't Survive

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Either speed up or get passed by! Implementing an Agile approach into your sales strategy will keep you alive. Ignoring it won't.

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  • Contact us if you would like to understand how you can leverage benchmarking best practices for talent management.Email - info@salesbenchmarkindex.comPhone - 1-888-556-7338Web: http://www.salesbenchmarkindex.com
  • Why Slow Sales Leaders Won't Survive

    1. 1. 1Why Slow Sales LeadersWon’t Survive
    2. 2. 2SPEED…Customers demand it.The Marketplace requires it.The Board and CEO expect results now.
    3. 3. 3Yet many sales managers areslow to respond.
    4. 4. 4Yet many sales managers areslow to respond.WHY?
    5. 5. 5Because speedrequires more timeand effort from asales manager.It requires takingrisks and learningfrom failure.The average sales manager will avoid theserequirements.
    6. 6. 6This presentation will explore ideas salesmanagers can implement to increase their speed.
    7. 7. 7One key technique we’ve found successwith is taking the agile approach.Agile is a group of methods based oniterative and incremental improvement.It encourages rapid and flexible responseto change.
    8. 8. 8Here’s an example of how it should beapplied to Sales Leadership…
    9. 9. 9Meet‘Just Getting by’ JeffJeff’s been a sales manager for 5years. He was promoted afterconsistently high performance as asales rep.The last two years, his team hasmissed quota.He tells his boss he wants a promotionbut his actions and results sayotherwise.
    10. 10. 10Deep inside he knows promotion just meansmore work and responsibility.Jeff wants morewithout anyadditional work.Imagecourtesyoftimesharebrokersalescom
    11. 11. 11Jeff is slow to….• Fire poor performers• Change datedprocesses• Hold his teamaccountable• Acquire newcapabilities• Execute new initiatives• Share new ideas• Adopt best practices
    12. 12. 12Download theSALES LEADER AGILE CHECKLISTto outpace your peers and Make theNumber
    13. 13. 13You can find Jeff in the office between 8-5almost every weekday.He only attends salescalls at the requestof his reps.Jeff is beingoutperformed by hispeers.The truth is that Jeff is becoming the norm.
    14. 14. 14The population of top tier sales managersis shrinking.Sales managers areregressing to averageas the marketoutpaces them.The need to evolve isexposing many ofthem.
    15. 15. 15Sound familiar?Your organization probably has a few Jeff’s around.The multipliereffect of Jeff isscary.Jeff enables aculture ofmediocrity
    16. 16. 16Meet‘Agile’ AnthonyAnthony works a few hours morethan Jeff each week, but not much.He focuses on value added activities.Instead of reacting to his boss andreps, he proactively focuses onincremental improvement.
    17. 17. 17Anthony’s team knows what is expected of himHe spends most of his timeobserving and coaching.Anthony has built a culture ofpeer accountability, incrementalgrowth, and speed.
    18. 18. 18Anthony has studied the concept of Agileand applied it to his team.Anthony’s Key Activities for 2013Agile activities drive results fast.Anthony has developed a detailed checklistto ensure he is making progress.
    19. 19. 19Download theAnthony’s AGILE CHECKLISTfor detailed guidance on how toimplement the following suggestions…
    20. 20. 201. Develop a customer research cadence:a. Social Listening – what are customers following,saying, and doing?b. Customer Interviews – learn more about eachrole you sell into.c. Opportunity Win/Loss – learn from everyone byasking for feedback2. Broadcast & Share – use Chatter, social media, email,weekly meetings, tracking board, etc…
    21. 21. 213. Empower Your Teama. Coaching with questions vs. directing.b. Turn your team into an idea factory by adopting ideasthey recommend.4. Rely on Analytics – measure leading indicators.5. Be Fast & Flexible – Build a sales culture based onspeed. Share wins and failures fast.
    22. 22. 22The ResultsAnthony’s team uses these techniques to beresponsive to changeThey produce new ideas, are selfaware, and they know theircustomer.Anthony has created a culture ofspeed by utilizing Agile.
    23. 23. 23Anthony doesn’t even focus on the end number.Anthony’s goal isn’t to hit his quota.It is for every person on his team to exceed quota.
    24. 24. 24Evolve like Agile AnthonyDownload the Sales Leader Agile Checklist bypressing here.
    25. 25. 25Learn MoreIf you don’t have a content management process or need helpoptimizing your current one,Contact us to hear the rest of the story...Email - info@salesbenchmarkindex.comPhone - 1-888-556-7338Web: http://www.salesbenchmarkindex.comEnjoy the SlideShare? Don’t miss the next one! Click to follow us on SlideShareSign up for our Sales Force Effectiveness blog by clicking hereFor access to this original blog article, and many more; click here
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