2. Leading a sales team
ISN’T THE EASIEST JOB IN THE WORLD…
We take the business of sales and service seriously.
3. Honestly, it’s probably one of the
TOUGHEST.
We take the business of sales and service seriously.
4. However, there are some
CRITICAL COMPONENTS
for successful sales leaders that simply
don’t change.
We take the business of sales and service seriously.
6. 1. ARTICULATE THE SALES PROCESS.
In Fact, Make It Crystal Clear.
We take the business of sales and service seriously.
7. 1. ARTICULATE THE SALES PROCESS.
In Fact, Make It Crystal Clear.
1. Design the sales process to align with the customer buying process
2. Arm sales managers with high-impact questions
3. Align selling activities in each stage with buying decisions
We take the business of sales and service seriously.
8. We take the business of sales and service seriously.
2. IDENTIFY WHAT GREAT LOOKS LIKE
for Each Role.
9. We take the business of sales and service seriously.
2. IDENTIFY WHAT GREAT LOOKS LIKE
for Each Role.
1. Perform a talent audit, keeping in mind current and future roles
2. Recruit and select new hires according to competencies
3. Measure and improve productivity by understanding
capacity & capability
10. 3. TALENT NEEDS DEVELOPMENT.
Provide it.
We take the business of sales and service seriously.
11. 3. TALENT NEEDS DEVELOPMENT.
Provide it.
1. Deploy onboarding programs for sales managers
2. Support development with just-in-time tools
3. Measure the impact of investments in staff development
We take the business of sales and service seriously.
13. 1. Connect strategic accounts with appropriate sales leaders
to create equality in the relationship
2. Use sales leaders to coach & mentor sales teams to drive the
right behaviors
3. Find new opportunities by leveraging executive relationships
4. ENGAGE EXECUTIVES.
Engage Sales.
We take the business of sales and service seriously.
14. 5. PAY FAIRLY.
Reward. Reward. Reward.
We take the business of sales and service seriously.
15. 5. PAY FAIRLY
Reward. Reward. Reward.
1. Design simple compensation that align with the
customer-focused sales strategy
2. Reward for strategy execution and desired behaviors, not
just for quota attainment
3. Assess pay fairness by channel, sales role, and plan
mechanics–avoid bias at all costs
We take the business of sales and service seriously.
16. 6. DEFINE MARKETING. DEFINE SALES.
Then Align Them.
We take the business of sales and service seriously.
17. 6. DEFINE MARKETING. DEFINE SALES.
Then Align Them.
1. Define the role of marketing in the nurturing process
2. Develop Service Level Agreements that clearly define responsibilities
& accountabilities
3. Align marketing & sales based on what customers need & how they buy
We take the business of sales and service seriously.
18. We take the business of sales and service seriously.
7. STRUCTURE SALES
the Right Way.
19. We take the business of sales and service seriously.
7. STRUCTURE SALES
the Right Way.
1. Structure based on go-to-market strategies that align with how customers
buy, not how you sell
2. Understand what channels customers utilize for buying and create strategies
to leverage them
20. 8. GET TERRITORIAL.
And Plan Accordingly.
We take the business of sales and service seriously.
21. 8. GET TERRITORIAL.
And Plan Accordingly.
We take the business of sales and service seriously.
1. Adjust the territory plan to align with levels of likely customer needs,
not merely population density
2. Develop growth strategies and action plans that are customer-focused
3. Create coaching strategies to keep sales teams aligned with customers in
their territories
22. 9. TARGET ACCOUNT MANAGEMENT.
Insist on ROI.
We take the business of sales and service seriously.
23. 9. TARGET ACCOUNT MANAGEMENT.
Insist on ROI.
1. Identify high potential accounts
2. Help the organization articulate a client-facing account management plan
3. Optimize internal resources
We take the business of sales and service seriously.
24. 10.DEVELOP KEY METRICS THAT MATTER
And Use Them.
We take the business of sales and service seriously.
25. 10. DEVELOP KEY METRICS THAT MATTER.
And Use Them.
1. Identify lagging indications of performance
2. Define Key Predictive Indicators
3. Define measure of success in each role
We take the business of sales and service seriously.
27. 1. Develop a cadence, methodology and discipline around sales forecasting
2. Improve accuracy of forecasting through use of Key Predictive Indicators
3. Inspect quality and quantity of the pipeline
11. FORCE FORECASTING.
Master the Pipeline.
We take the business of sales and service seriously.
28. 12. ADOPT A CRM TOOL.
And Enforce It.
We take the business of sales and service seriously.
29. 1. Leverage a CRM tool to provide insight into forecasting
2. Engage sales teams to ensure quality data is entered and updated
3. Enforce accountability and usage of technology
12. ADOPT A CRM TOOL.
And Enforce It.
We take the business of sales and service seriously.
31. 1. Provide tools that are integral to key activities within the sales process
2. Use technologies that parallel solutions to client expectations & buying styles
3. Encourage the use of technologies like CRM application overlays
13. ENABLE SALES.
Enable Them Again.
We take the business of sales and service seriously.
32. Inspired by Miller Heiman®, Huthwaite®, Impact Learning Systems®,
AchieveGlobal® and Channel Enablers®.
Learn More About Being
SALES READY
Download the full guide HERE
millerheimangroup.com | 877.678.3380
