I hope you enjoy my August Newsletter
Published: Tue, 08/15/23
In the annals of American business history, few stories are as captivating as the rise of McDonald’s, immortalized in the 2016 biographical drama film “The Founder.” The story of Ray Kroc, a struggling milkshake machine salesman who transformed a local drive-in into a global fast-food empire, is a classic tale of ambition, innovation, and, controversially, ruthless business acumen.
However, behind the gripping narrative lies a valuable lesson for small businesses today. The McDonald brothers, Richard and Maurice, were entrepreneurs who envisioned a revolutionary fast-food system. Their only significant flaw? They relied heavily on a single salesperson – Ray Kroc – to sell their franchise concept. This dependency proved to be their Achilles’ heel and resulted in them losing control over their brand.
The McDonald brothers had an excellent product and a promising business model. But the near-total reliance on Kroc as their sole franchise salesperson left them vulnerable. When Kroc’s ambition overstepped the boundaries they were comfortable with, they had no alternative but to endure the adverse outcomes, including the eventual loss of their company.
Small businesses must take this lesson to heart in today’s rapidly evolving business landscape. A diverse sales team is no longer a luxury; it’s a necessity. Here’s why:
Control the Message: The Power of Diversity Over Singularity
In the evolving business landscape, the brand message is one of the most pivotal components for success. It is the heartbeat of your organization, resonating with the values, goals, and ethos your company embodies. Yet, when this message is funneled through a singular voice, it often becomes vulnerable to unintentional distortions and personal biases. Imagine an intricate musical piece being played only on one instrument – while it may still carry the tune, it misses the richness and depth that a full orchestra brings.
With a sole salesperson at the helm, there’s a heightened risk of this narrative skew. Their personal experiences, perspectives, or unique communication styles can inadvertently overshadow or drift from the brand’s foundational message. This is not to question the competence or intentions of the salesperson but to understand human nature. We all carry our filters and interpret things based on our lenses. In contrast, a diverse sales team acts as a safeguard. When guided by a unified strategy, multiple voices can reinforce the brand’s core message, iron out anomalies, and present a more rounded, authentic narrative to potential clients.
Moreover, by diversifying the conveyors of your brand message, you’re preserving its integrity and broadening its reach. Different salespeople can resonate differently with a varied clientele, ensuring your brand message is consistent and universally relatable. It’s about striking a balance between consistency and versatility, and in the intricate dance of sales, this balance can make all the difference.
Reduced Dependency: Spreading the Net Wide for Steady Growth
The tale of the McDonald brothers provides a cautionary narrative about the perils of leaning heavily on a singular entity for business advancement. While it seems convenient and efficient in the short term to place the onus of sales on one high-performing individual, this structure is fraught with risks. Over-reliance on a single salesperson can be likened to building a house on a singular pillar – while it might hold for a while, a single crack can bring the entire edifice crashing down.
A broad and diversified sales team acts as a buffer against such risks. Each member brings their strengths to the table, ensuring that the entire operation doesn’t come to a standstill if one cog in the machinery malfunctions. Whether it’s due to changing personal interests, unforeseen circumstances, or the natural evolution of a career, key players might exit the stage at some point. In such scenarios, a well-rounded sales team ensures that the business doesn’t just survive but thrives, adjusting and recalibrating with minimal disruptions.
Furthermore, reduced dependency on a single individual promotes collective growth and shared responsibility. It fosters an environment where team members motivate one another, learn from each other’s successes and setbacks, and drive the business forward as a united front. The lesson is clear: while individual brilliance is always welcome, the future of sustainable growth lies in collective strength and diversity.
Expanded Reach: The Power of Diversity in Scaling New Heights
A homogenous approach can stymie growth in a small company with a single salesperson. Imagine walking into a room where everyone thinks the same, has had the same experiences, and shares the same network. While there might be a comforting familiarity, the scope for fresh insights is limited. Enter a diverse sales team, a veritable melting pot of backgrounds, experiences, and worldviews. The breadth of knowledge and understanding they bring to the table allows businesses to see beyond the obvious and tap into uncharted territories.
Each member of a diverse sales team carries a unique professional, personal history, and distinct network. These networks, spanning various sectors, regions, and demographics, are like numerous doors waiting to be opened. A multicultural salesperson might provide insights into the buying behaviors of a particular community, while someone from a different industry background might spot parallels and opportunities overlooked by others. The cumulative effect is a richer, more nuanced understanding of a broad spectrum of potential clients, leading to more inclusive marketing strategies and products that cater to a broader audience.
Embracing such diversity isn’t just about ticking a box; it’s a strategic move. In a world where businesses vie for every inch of customer attention, a diverse sales team can be the very edge that sets a company apart, enabling it to resonate with a broader audience and ensuring that its message isn’t just heard but truly understood and embraced.
Increased Innovation: The Spark of Diverse Minds
Like any other sector, the world of sales thrives on fresh perspectives and new ideas. When sales teams resemble an echo chamber, echoing the same strategies and views, stagnation is inevitable. However, a diverse group of salespeople, each hailing from varied experiences and backgrounds, becomes a cauldron of creativity. Every pitch, every strategy, and every solution they discuss is a culmination of their unique journeys, a blend of traditional wisdom and avant-garde ideas.
Consider a brainstorming session where a salesperson with a background in tech suggests leveraging a new tool. At the same time, another with experience in the arts offers a storytelling approach. Fusing these distinct perspectives can lead to a groundbreaking strategy that neither could have conceived alone. Such diversity acts as the lifeblood of innovation, pushing boundaries and constantly redefining what’s possible. It instigates challenges to the “that’s how we’ve always done it” mindset, compelling teams to iterate, refine, and reinvent.
Moreover, in a landscape where competition is rife, the companies that stand out are unafraid to think differently, to tread unexplored paths. A diverse sales team becomes an organization’s compass in such scenarios, pointing toward opportunities for innovation, ensuring that the business meets its sales targets and pioneers change, and setting benchmarks for others to follow.
The story of the McDonald brothers and Ray Kroc dramatized in “The Founder,” offers an invaluable business lesson. While having an innovative product and a robust business model is essential, having a diverse sales team that can control your brand message, reduce dependency, expand your market reach, and fuel innovation is equally crucial.
Small businesses today must avoid the McDonald brothers’ error of over-reliance on a single salesperson. By investing in a diverse and well-rounded sales team, companies can ensure sustainable growth and maintain control over their brand’s destiny.
In the early stages of a business, budgetary constraints can make it challenging to expand an in-house sales team, even when the glaring perils of relying on a lone salesperson become evident. But, in our interconnected age, physical presence and full-time employment are just some of the means to tap into top-tier talent. Outsourcing has emerged as a powerful strategy to bolster a salesforce without unduly straining the finances.
Outsourced salespeople or fractional sales professionals offer a compelling solution. These are seasoned veterans, adept at navigating the intricacies of the sales realm, who can be brought on board for specific campaigns or durations. Their expertise ensures businesses benefit from their wealth of experience without committing to long-term overheads. Similarly, companies specializing in business-development representation can be goldmines for startups and SMEs. They can rapidly amplify a company’s outreach, bringing in leads and opening doors that an individual salesperson might need help to knock on. Leveraging such services, businesses can enjoy the advantages of a diversified team while maintaining a lean operational structure.
With Fractional Vice President’s of Sales, such as Sean O’Shaughnessey of New Sales Expert, it is possible to manage a diverse group of sellers that are not direct company employees. While a less experienced sales manager or the company owner may balk at this type of challenge, it perfectly aligns with Sean’s skills and expertise. Don’t let the lack of sales management expertise prevent the expansion of your company’s sales dreams.
The modern sales landscape offers various flexible solutions for companies eager to grow beyond a singular sales voice. Whether through fractional sales leadership, fractional sales roles, outsourced professionals, and dedicated BDR firms, businesses can craft a multi-dimensional sales strategy that combines the nimbleness of a small team with the expansive reach of a more significant force.
Crafting Tomorrow’s Sales Strategy with Lessons from the Past
The McDonald’s narrative, as described in the movie, “The Founder,” is a poignant reminder of the intricate dynamics between innovation, ambition, and brand representation. While the ambition to grow is innate in every business, the path to achieving this growth can significantly shape its future. As we stand on the precipice of a rapidly changing global market, with opportunities and challenges alike, businesses must pivot towards a more inclusive and diversified sales strategy. Embracing diversity, harnessing the power of collective networks, and leveraging innovative outsourcing solutions are not mere options—they’re necessities. Small businesses, in particular, have an exciting chance to rewrite their sales script, infusing it with the vigor of varied voices and expertise. The journey from a local idea to a global empire is fraught with decisions; ensuring that these decisions are made through a diverse prism can be the defining factor between mere survival and unparalleled success. Let the lessons from the past illuminate the road ahead, reminding us that in diversity lies immense strength and phenomenal potential.
Welcome to another riveting episode of Two Tall Guys Talking Sales with your dynamic hosts, Sean O’Shaughnessey and Kevin Lawson. In this episode, our duo takes on a subject that stirs strong emotions in the sales world: micromanagement. With a combined experience of several decades in sales, Sean and Kevin delve into their philosophies, personal experiences, and provide actionable insights on transitioning from micromanagement to effective leadership. Whether you’re a salesperson, a manager, or a business leader, you’re going to find value in their candid conversation.
Key Topics Discussed:
- Micromanagement in Sales: Sean’s personal aversion to micromanagement, his challenges, and how he navigated them during his 38-year career.
- Transitioning from Micromanaging to Leadership: Kevin’s insights into the delicate balance between engaging the team and inadvertently falling into micromanagement.
- Differentiating Between Green and Seasoned Salespeople: How to manage new salespeople who need structure versus seasoned reps who require trust.
- The Importance of Trust in a Sales Team: Bad examples of trust violations and the cultivation of a culture of trust within the sales organization.
- Becoming a Leader: Strategies and practical advice for transitioning from a micromanager to a leader, and the value it brings to the sales culture.
- Sean: “I despised anybody who was going to drive me day to day, ask me every single thing, question every single deal just didn’t fit well with my personality.”
- Kevin: “How can I help? That’s how the shift comes in my mind from a micromanager to an effective leader. Instead of asking detail, detail, detail, they’re asking about resource, resource, strategy, that’s the big shift for me.”
In this engaging episode of Two Tall Guys Talking Sales, Sean and Kevin don’t just identify the problems associated with micromanagement but provide actionable insights and solutions for how to evolve into an effective leader. Whether you’re just beginning in sales or leading a team, their candid conversation will offer you strategies to avoid micromanagement, build trust within your team, and create a culture of success. Don’t miss this chance to learn from two seasoned sales veterans – tune in to this episode and take your sales leadership skills to the next level!
Bob Robinson, Jr., and his mechanical-engineer father, Bob Robinson, Sr., came up with the idea for a product the world truly needed 25 years ago: a “no-touch” restroom cleaning machine. Their company, Kaivac, is a Hamilton, OH-based manufacturer of cleaning machines. Hamilton is a suburb of Cincinnati, OH.
“We were on our hands and knees, crawling around the bathroom,” recalls Bob, Jr. “It was disgusting. We said, ‘There’s got to be a better way.'”
Through hard work and dedication, the Robinsons created the KaiVac to help solve that initial problem in public restrooms. Over the years, they grew the idea to create dedicated machines to clean kitchen floors, hallway floors, and grocery displays. Beyond its bathroom cleaning technology, it has expanded into floor cleaning and spill response machines and has 18 patents with 16 pending.
Along with growing their manufacturing capabilities, they also grew their sales capabilities. They adopted a hybrid strategy of selling through distribution and selling directly to key customers. Their direct team, under the leadership of Bob Robinson, Jr., who had taken on the role of VP of Sales, closed many enviable customers with massive deals, including Walmart, Kroger, and Target.
They realized that they needed to step up their sales professionalism after having a down year during COVID after having a record-breaking year the year before. They wanted to grow to $75 million in annual revenue within three years and a Big Hairy Audacious Goal (BHAG) of $1 billion in annual revenue within 20 years.
Bob Jr. says Kaivac is just getting started. “At 20 to 25 years in business, you’re at an inflection point where you’ve got resources, tenure, and history and have been through ‘adolescence,'” he says. “Now is the chance to build a professionalized organization.”
They contacted New Sales Expert LLC as the nation was coming out of the global pandemic, but before all the supply chain problems had paused. New Sales Expert LLC is a fractional vice president of sales consultancy. Sean O’Shaughnessey, the CEO of New Sales Expert, is aligned with SalesXceleration and has 38 years of experience in sales and sales management.
According to Sean, “Kaivac is a joy to work with. They are the shining star of Hamilton, OH, and Butler County. They had so much raw potential when I walked in the door; all I had to do was to focus their energy and enthusiasm on working smarter and just a little harder.”
Building an organization with a heart
Kaivac had a great culture to build on to make a great sales culture. Before Sean showed up, the company leadership had already developed their One-Page Strategic Plan and their “Why?” statement that reflects the owners’ Christian faith: “To glorify God by using KAIVAC as an instrument for Good.”
In addition to the “Why?” statement, they had drafted an acronym called FIGS that conveys the “heart” of the company. FIGS—which appears on signs that hang on the factory floor and in break rooms—stands for
- F: “First shall be last, last shall be first.”
- I: Integrity—as in “The truth shall set you free.”
- G: Golden Rule—meaning “treat others how you want to be treated.”
- S: Servant’s Heart, as in “We are in a race to help people.”
The company uses the first three letters of its name–KAI–to inspire the team’s thinking and actions. These letters stand for inspiring phrases such as: “Keep At It,” “Keep Always Improving,” “Keep Attempting the Impossible,” and “(creates) Kick-Ass Inventions.”
Prioritizing net income and growth
Sean’s first change was to make a compensation plan that motivated the sales team to sell bigger deals and to sell them quickly. Kaivac implemented a 50/50 plan in concert with defined territories to keep the Key Account salespeople focused on the goal of more significant and profitable orders.
After the motivation component was in place, it was time to help the team learn how to sell big deals more repeatedly. The big deals of the past had been challenging to work on and, while very profitable, had been disruptive to close. Sean encouraged the company to read John McMahon’s book, “The Qualified Sales Leader,” and with that tome as inspiration, quickly deployed MEDDPICCC to help them qualify deals.
MEDDPICCC by itself is not enough. The company had already licensed Salesforce, one of the highest-rated CRMs on the market, but Sean put MEDDPICCC into the various stages of the sales process to ensure that the salespeople knew all the required information about a big deal. Sean also created dashboards within Salesforce to track deal progress at the management level. The company implemented Sales Plans for Key Accounts and the Power Matrix to document the most influential people in the customer’s decision-making process.
The very first big deals that the company found after Sean started to help them also benefited from the Decision Timeline. The Decision Timeline is a tool to allow the sales team to walk through the entire decision-making process of the customer to understand all of the steps required to make a significant investment decision. It allowed frank and honest conversations to take place with the prospect as the team worked to close the largest deal in the company’s history to date.
Time to run on their own
As with most of the assignments with New Sales Expert, LLC, the goal is to allow the company to run independently. Bob Robinson Jr. was the company’s VP of Sales. Still, he needed to shed those responsibilities to help run the entire company. To finish the transition, Bob and three of his leaders took SalesXceleration‘s Certified Sales Leadership course delivered by Sean O’Shaughnessey.
The Certified Sales Leader (CSL) designation is the country’s most comprehensive sales leadership certification program offered. CSL leadership training and certification will prepare you with the analytical, tactical, and strategic sales management skills needed to drive revenue growth now…and into the future. CSL training expands the skill set of a Sales Manager by providing coaching, techniques, and tools to lead a successful sales team.
All four Kaivac leaders passed the CSL test. One of them, Mike Perazzo, was tagged to take over as Executive Vice President of Sales. According to Mike, “Sean is a master coach for helping shape sales process and methodology. Following his methods will help grow sales faster, transactionally, and strategically. Often a couple of pieces of the puzzle are missing, and Sean helps quickly identify them.
You have everything to gain by having Sean look at your current approach. He is a change agent and disruptive to the status quo. Pushing the pace and flow of deals is his sweet spot. I am a better sales leader because of my time with him.”
Sean O’Shaughnessey of New Sales Expert, LLC states, “Kaivac is a wonderful company. They have created a line of machines that gives pride to the workers in one of the toughest jobs in America – keeping things clean. They are focused on the success of their customers and their employees. They had all of the raw skills within their sales team to be a great sales organization; they only needed me to focus them on activities and techniques that allowed them to close bigger deals faster and at a higher profit level.”
“If anyone works in a clean building with clean restrooms and hard surface floors, they are either cleaning it with Kaivac technology or paying too much for that cleanliness,” Sean explains.
Revenue and profitability have grown since Sean helped Kaivac develop a higher level of sales professionalism. Recent results have shown a dramatic increase in revenue and profitability. The sales and revenue growth have allowed the entire family of Kaivac to prosper. The Robinsons have always considered their employees an extension of their family. The company’s prosperity is passed along to team members through a bonus structure for the whole company. It all fits into the spirit of Kaivac. Bob Jr. says, “Our organization was built to have heart.”
If you want to learn more about Kaivac, you can head to their website at www.Kaivac.com. You should also check out this video: The Story of Kaivac. Kaivac is on its way to outer space on revenue growth, and everyone should check out their entertaining Q3 kickoff video about the growth of Kaivac.
To learn more about Fractional Sales Management and how it can help your company, go to www.NewSales.Expert.
In this insightful episode of Two Tall Guys Talking Sales, hosts Kevin Lawson and Sean O’Shaughnessey deep-dive into the crucial topic of assigning the right person to the sales leadership role within a company and the risks and opportunities that come with it. Leveraging their experiences in sales consultancy and drawing from the wisdom of thought leaders and successful entrepreneurs, they explore how CEOs can de-risk their company’s growth potential by stepping back from direct sales and fostering a culture of accountability, infrastructure, and high performance in their sales teams.
Key Topics Discussed:
- The Risk of CEO-led Sales: The episode starts with a discussion on the potential risks of having a CEO or owner-operator as the sales leader, emphasizing how this could constrain business growth.
- The Theory of Constraints: The hosts explain the theory of constraints using a compelling example from a book called The Goal, drawing parallels to how constraints can hinder sales and growth within a company.
- Building a Sales Organization: They delve into the necessity of professional salespeople and a dedicated sales manager to bring in new revenue, enabling the CEO to focus on larger issues within the organization.
- EOS and Right Person, Right Seat: Sean mentions EOS (Entrepreneurial Operating System) and the importance of having the right person in the right seat to drive growth, particularly once a company reaches a certain size.
- Building a High-Performance Culture: The hosts discuss how to build a high-performance sales culture that is systematic and repeatable, using examples from sports dynasties and successful companies.
- “What is the risk of the owner-operator being the only salesperson or the sales leader when the person is leading the company and leading sales? What you end up with is a business that is constrained by the amount of time that leader has.” – Kevin Lawson
- “If you want to know how we know this, it’s cuz we’ve done this a few times, we’ve worked with a number of businesses, and this is how we help people grow.” – Kevin Lawson
- “It’s okay to ask for help, but it’s also very important that you have experts doing the job as much as possible so that you can be very, very effective at driving performance and driving your company forward.” – Sean O’Shaughnessey
- The Goal by Eliyahu M. Goldratt (https://www.amazon.com/Goal-Process-Ongoing-Improvement/dp/0884271951)
- Traction by Gino Wickman (https://www.amazon.com/Traction-Get-Grip-Your-Business/dp/1936661837)
- Previous episodes featuring Tim Warren, CEO of Helium SEO – https://sites.libsyn.com/458454/building-and-scaling-successful-sales-teams-a-conversation-with-tim-warren-of-helium-seo and https://sites.libsyn.com/458454/part-2-building-and-scaling-successful-sales-teams-a-conversation-with-tim-warren-of-helium-seo
In this episode, Kevin and Sean break down the importance of implementing a well-structured sales team and the necessity for CEOs to delegate sales leadership. They highlight the risks of an owner-operator leading sales and how it can limit business growth. Using their experience and the wisdom of successful entrepreneurs, they provide valuable insights into creating a systematic, repeatable, and high-performance sales culture. So, if you’re an entrepreneur looking to streamline your sales process and drive your company forward, this episode of Two Tall Guys Talking Sales is a must-listen. You won’t want to miss it!
By Sean O’Shaughnessey & Kevin Lawson
As B2B-focused businesses navigate the ever-changing landscape of a post-COVID economy, sales leaders must adopt and institute strategies to meet the demands of a business in growth or recovery mode.
While the goal for a sales organization may be to sustain the growth trajectory aligned with organizational goals, the year-over-year approach to achieving success can vary significantly. Sales leadership styles depend on the current situation, the starting point, and the existing team charged to accomplish the goal. Good sales leaders find a way to achieve the annual goal; great sales leaders find ways to achieve the goal and systemize the process to allow for repeatable growth, pivots, and rapid scale.
Growth Focused Leadership
Sales leaders focused on growth must proactively identify new market opportunities, verticals, geographies, platforms, or sales talent. They must invest in new sales channels and technologies, along with onboarding and training programs to support the growth of their sales teams and the acquisition of new client relationships.
When sales teams are in a breakout stage of growth, it can be challenging to gain the discipline to systems and alignment on processes and approaches due to the nature of managing client expectations on a wildly rising revenue outlook. This situation demands that all of the skills of a sales leader be applied consistently and strategically across the team and sales practices.
Seasoned leaders know that hiring for an increased workload and rapidly scaling teams can be tempting. However, this approach can often lead to problems down the line. Further, we must suppress the desire to hire quickly instead of exercising patience in finding the right candidate to continue to scale teams and culture appropriately. That patience means we must endure the short-term challenges of being under-resourced and under a great deal of pressure to keep performing as if we already had the resources on the team. Instead, it is essential to focus on finding the right candidate who will not only be able to handle the current workload but also contribute to your team’s culture and help your organization achieve long-term success. Take the time to vet candidates carefully and consider not only their skills and experience but also their values and how they fit into your team’s dynamic. By prioritizing quality over speed, you’ll set your team up for success in the long run.
Another important consideration when building a team is to prioritize scalability. It’s easy to get caught up in your organization’s immediate needs and hire for the present moment, but it’s crucial to think about how your team will grow and evolve. Look for candidates with the potential to take on new responsibilities and leadership roles as your organization expands. Consider investing in training and professional development programs to help your team members acquire new skills and stay up-to-date with the latest industry trends. By prioritizing scalability, you’ll be better equipped to adapt to changing business needs and continue to achieve success over the long term.
Discipline to proven systems is essential for leadership and having transparent KPIs and organizational goal communications. The rigor and discipline of a sales leader in a growth cycle are particularly demanding. One primary concern for leaders in this mode is talent loss due to competitive pressures to grab your resources for their growth. It would help if you had experience and discipline for these growth moments.(more…)
A strong sales organization is the cornerstone of any successful business. The sales team serves as the company’s lifeblood, driving revenue growth and ensuring long-term financial stability. When a company prepares for a merger, acquisition, or public offering, having a strong sales team can translate into a higher valuation.
A strong sales organization is the backbone of a thriving business, as it directly impacts revenue generation. When a company’s sales team is well-organized, well-trained, and motivated, they become more effective in closing deals and fostering relationships with clients. This increased effectiveness leads to more sales, ultimately resulting in higher revenues and profits for the company.
By investing in a strong sales organization, businesses can capitalize on opportunities and achieve maximum value. The best sales organizations have a proven track record of success. These teams have established a consistent sales process, streamlined communication channels, and aligned with the company’s overall business goals.
A successful sales team is crucial for driving revenue growth. The following factors contribute to a sales organization’s ability to increase revenues and profits:
- A clear sales strategy
- A process-oriented approach
- High-quality sales training and coaching
Kelly Crandall returns to Two Tall Guys Talking Sales for her second episode in two weeks. Kelly is an expert in sales after working in the corporate world, running a small business, providing Fractional Sales Leadership for her customers in Florida, and now is the Visionary for Sales Xceleration.
This episode centers around building a strong value proposition and creating a sales strategy that resonates with customers. In this particular episode, the topic of discussion is the third area of the sales process and how it can help build trust with customers.
Kelly has agreed to stick around for the second episode, where she focuses on the validation needed to create trust.
A great sales strategy starts with answering the questions of why act and why act now. Then answer the question of why choose us. Then you need to validate that your product solves the problem so that you can have the conversation about trust (because #b2bsales is simply the transferring of the trust from the sales team to the prospect). The hosts and the guest emphasize the importance of covering all three areas to create a strong value proposition.
Kelly explains that proof is the key. Salespeople should be authentic, transparent, and empathetic while using data and statistics to support their claims. Testimonials, case studies, and stories help build trust with customers. The goal is to anticipate objections and provide proof in advance.
Salespeople transfer their trust in the product to the prospect. The hosts also explain that salespeople sell three things: the product, the company that makes the product, and themselves as salespeople. Building trust is an essential part of the selling process.
Validation events can be expensive for young companies. Owners should help get customer testimonials and create case studies to leverage for future sales pitches.
This podcast episode provides a comprehensive overview of creating trust and how it can help build customer revenue. Kelly emphasizes the importance of covering all three areas to create a strong value proposition. She provides practical tips on using proof to build trust and anticipate objections.
This podcast episode is a valuable resource for anyone looking to improve their sales strategy and build a stronger value proposition.
In today’s highly competitive business environment, sales leaders play a crucial role in the success of their organizations. They are responsible for setting sales targets, creating effective sales strategies, and motivating their teams to achieve their goals. However, being an effective sales leader requires more than just setting targets and motivating your team. This article will explore the five best practices of effective sales leaders.
1. Set clear and achievable goals.
One of the primary responsibilities of a sales leader is to set clear and achievable goals for their team. Setting goals is critical to keeping your team focused and motivated. With clear goals, your team will know what they are working towards and may be able to achieve the results you expect.
When setting goals, it’s essential to make them SMART – specific, measurable, achievable, relevant, and time-bound.
- Specific goals are clear and well-defined.
- Measurable goals allow you to track progress and determine success.
- Achievable goals are realistic and within reach.
- Relevant goals align with your organization’s overall objectives.
- Time-bound goals have a deadline or timeframe for completion.
Setting SMART goals gives your team a clear direction and purpose. This guidance helps them focus their efforts on the activities that will help them achieve their objectives.
2. Develop a sales strategy.
Once you have set your sales goals, the next step is to develop a sales strategy. A sales strategy outlines your team’s approach to achieving its goals. It includes the tactics and activities that your team will use to reach its targets.
Your sales strategy should be based on deeply understanding your market, customers, and competitors. It should also take into account your organization’s strengths and weaknesses. A good sales strategy is flexible and adaptable. It allows your team to adjust its approach based on the market or changes in customer needs.
When developing your sales strategy, it’s essential to involve your team. Your sales team has firsthand knowledge of your customers and their challenges. You can tap into their expertise by involving your team in the strategy development process and gain buy-in for the approach.
3. Provide ongoing training and coaching.
Sales is a dynamic and constantly evolving field. To be successful, your sales team needs ongoing training and coaching. Ongoing training helps your team stay up-to-date with the latest industry trends and best practices. It also helps them develop new skills and techniques that can help them close more deals.
Coaching is equally essential. Sales coaching helps your team identify areas for improvement and develop strategies to overcome challenges. It also gives your team feedback and support, helping them stay motivated and focused.
You must understand your team’s strengths and weaknesses to provide effective training and coaching. This requires regular communication and feedback. Regular one-on-one meetings with your team members can help you identify areas for improvement and develop tailored coaching plans.
4. Foster a positive team culture.
Sales can be a high-pressure and stressful environment. To be successful, your team needs to work well together and support each other. This requires a positive team culture.
A positive team culture is built on trust, respect, and collaboration. It’s a culture where team members feel valued and appreciated. It’s also a culture where team members feel comfortable sharing their ideas and opinions.
As a sales leader, you are critical in fostering a positive team culture. You need to lead by example and model the behaviors you want to see in your team. You also need to encourage open communication and provide opportunities for team members to collaborate and work together.
5. Use data to drive decisions.
Finally, effective sales leaders use data to drive their decisions. Data provides insights into your team’s performance and helps you identify areas for improvement. It also lets you track progress toward your goals and make informed decisions about your sales strategy.
To use data effectively, you need the right tools and systems. This includes a robust CRM system that captures and tracks critical sales metrics such as leads, opportunities, and pipeline value. It also provides analytics tools to help you analyze your data and gain insights into your team’s performance.
Data can also be used to optimize your sales process. By analyzing your sales data, you can identify bottlenecks and areas where your team struggles. This allows you to develop targeted interventions to improve performance.
Effective sales leaders use data to continuously improve their sales process and drive results. They are always looking for ways to optimize their approach and stay ahead of the competition.
Being an effective sales leader requires a combination of skills and practices. It requires setting clear and achievable goals, developing a sales strategy, providing ongoing training and coaching, fostering a positive team culture, and using data to drive decisions. By following these best practices, sales leaders can motivate their teams and drive results. They can also create a culture of continuous improvement that allows their organization to stay ahead of the competition.