Selling and Sales Management are not the same job. Ignoring this is the barrier to your strategic execution.

1. “7 of 8 companies failed to achieve
profitable growth, although more
than 90% had detailed strategic
plans.”
- Harvard Business School (Bain Consulting Study )

2. IS IT POSSIBLE TO ASSUME THAT
THE REAL CHALLENGE, AND
HENCE THE REAL
DIFFERENTIATOR,
IS EXECUTION?

3. Because growth is not ONLY about
how your organisation sells…
BUT FIRST AND FOREMOST, IT‟S ABOUT
THE SYSTEM
THROUGH WHICH YOUR SELLING
RESOURCES ARE MAXIMISED

4. Sales
Management
THE SALES
MANAGER IS
ULTIMATELY THE
CUSTODIAN
OF THE SYSTEM
THROUGH WHICH
YOUR SELLING
RESOURCES ARE
MAXIMISED
10:1
LEVERAGE
Investing in sales management unlocks
other enablement investments

5. Three assumptions that underpin the
workshop…
1. Sales Managers should do the job they
are hired to do – first
2. Sales Managers must focus on what they
can influence
3. Sales Managers must constantly make a
trade-off of where to „spend their R10‟

6. If you want to control the number,
you have to control the deals.
If you want to control the deals you
have to control the people.
If you want to control the people,
you have to enable sales managers.

7. The success of a team is directly
proportionate to the quality, consistency,
and accuracy of the management and
coaching conversations between a sales
manager and their people.

8. Sales Management is the
Hardest Job in the World

9. Three assumptions underpin this
workshop…
1. Sales Managers should do the job
they are hired to do - first
2. Sales Managers must constantly
make a trade-off of where to
‘spend their R10’
3. Sales Managers must focus on
what they can control

10. Principle 01:
Selling and Sales
Management are not the
same job.

11. Salespeople have little to no experience
managing people

12. Principle 02:
Hindsight costs too much
and creates too much
noise

14. Principle 03:
Metrics, metrics
everywhere -what can we
control

15. Metric Mountain

16. Principle 04:
No all metrics are the same

17. Holistic performance formula

19. This gives us the SNAP organising
framework

20. Principle 05:
Plan Quarterly, Manage
Daily

22. Principle 06:
Micro Management
is Micro Management

23. The Management Pyramid

24. Principle 07:
The manager is responsible
for the environment they
create

25. Driving Accountability
Define
Expectation
Measure
Expectation
Give Feedback
on Expectation
Determine
Consequence
and Incentive

26. Accountability Matrix

27. Principle 08:
Consistency drives results

30. The critical question is
IF CONTROLING
YOUR NUMBER
MEANS CONTROLLING
YOUR PEOPLE,
WHEN IS A GOOD
TIME TO START?