Finding and keeping top revenue generators is a key challenge that even Best-in-Class companies face. Great leaders understand that their organization is only as strong as its people. To support revenue growth and achieve organizational goals, industry leaders are adopting a relentless focus on getting their hiring strategy right.
Finding top talent that successfully fills a skills gap is a big challenge facing most organizations. While this issue can impact many areas within an organization, finding the right sales expertise can be particularly challenging, since sales has such a direct impact on revenue generation for the company.
As sales executives, it’s easy to spend all of your time focused on the number, while neglecting the process that will get you there. But, the smartest sales leaders know that "providing the how" and developing a process for consistently coaching their reps is one of the fastest paths to meeting revenue goals.
Two of the most overlooked essential skills are listening and questioning. While these may seem like easy skills to master, they're often the reason why many opportunities don't move forward.
If you want a top performing sales organization, you need the consistent ability to coach and enable salespeople to success. Providing motivation is a component, but results come when your managers have a cadence that helps them minimize administrative burdens, while providing continuous and effective coaching that does one thing - delivers revenue and enables sales results.
Your managers are a pivotal part to the success over your sales organization. Here are the top sales leadership skills they need to develop and execute.
Think about the best coaches or the best managers you’ve ever encountered. What did they do that made them great? Often, they have the ability to motivate and push you to greater success. The skill behind those traits is the ability to meet people where they are.
There are many sales organizations out there that fall into that 80/20 rule. Eighty percent of the revenue comes from 20 percent of the people. If you could improve that ratio, your sales results would improve exponentially. So how do you motivate those middle performing salespeople in a way that improves their productivity and emotionally connects them to being an A player?
The hiring and development of sales talent is often the least disciplined process within sales organizations. While sales leaders and managers are focused on helping reps build pipeline and close business, recruiting and the hiring process can often take a back seat to more pressing sales activities.
Setting talent management priorities is a critical component for your sales organization to meet its numbers year after year, quarter after quarter. Research clearly shows that not creating a plan for top talent management can cost your sales organization more than just time and resources.
How are you prioritizing your sales resources towards your best opportunities?
As sales leaders, it’s critically important that we focus our reps on our sweet spot, those companies and prospects where you have the best chance at selling a high-value deal. Creating a solid sales planning process for an organization involves three key areas.
If you are wrapping up the fiscal year, one of two things are happening. You are either feeling really good about how your sales team is finishing up 2016 or you are trying to figure out how not to repeat the same problems next year.
Companies are running out of ways to drive growth. They can build all the products they want, but it doesn’t mean the customers will come. They can spend all the time and money they want building the perfect “digital customer experience”, but converting clicks into dollars isn’t always a sure thing. Companies can find new channels, new partners, new markets, but at some point, growth is not going to come from capitalizing on external factors.