Miller Heiman Blog
Understanding Different Buying Environments – Where Are Your Customers?
Buying office supplies for an SMB organization on a regional level is different from buying office supplies for a global Fortune 500 corporation. There are differences regarding processes, volumes, required signatures, etc. But the well-defined and standardized products remain the same. Do these buyers need to talk to a sales professional? Not necessarily, but it’s more likely in the global scenario.
Buying an application management service, a CRM system or a collaboration platform are, by definition, complex projects, but even more so if scaled from a regional to a global level. It’s the same when buying new robot technology required for a local plant only versus for different regions. How well informed can a buyer be merely by browsing the Internet? Do these buying teams need to talk to a sales professional? Absolutely.
What does your customers’ buying environment look like? Differentiating between two extremes, a transactional and a complex buying environment, is important before evaluating different opinions that are painting a colorful picture of “Buyer 2.0” as always well informed and self-directed for making a decision. What’s missing is context--the buying environment.
In a transactional buying environment, it’s about defined products and services that can be configured and ordered online. The problem to be solved is well defined. The people running those buying processes are category or vendor managers. The number of buying influences is small and their focus is budget optimization and efficiency. The decisions have a tactical rather than a strategic character; their business impact is at most moderate. The buying focus is mostly on budget optimization and efficiency. Exactly - think about the example regarding office supplies, about a private cloud service, about the renewal of a phone contract. These buyers can find functions, features, benefits, services, configurations, comparisons, pricing and an order form all online.
In a complex buying environment, it’s different. Complex challenges have many different dimensions that are all connected to each other. How to approach these challenges has to be developed along the customer journey, and the required products and services have to be derived once the solution is defined. These complex challenges may have similar patterns, but their context is always unique. So are the decision criteria and the buying decisions - always different, every time. Buying influences are cross-functional, with different roles, from different levels with different perspectives. They are involved in these teams as part of their day-to-day job because they are all responsible or impacted stakeholders regarding the outcomes to be achieved. Those buying decisions have strategic relevance and a significant business impact and are focused on effectiveness (recall the above examples on business-process outsourcing or new robot technology for a manufacturing plant).
Completely different worlds.
Some of your buyers may live in a transactional environment, and others may live in a complex environment. And most of your customers may live between both extremes. Understanding and applying the implications of your customers’ specific buying environment is key to achieving World-Class Sales Performance. It requires tailoring customer-management and growth strategies. It also requires tailoring your enablement strategy and your enablement services accordingly. Content, messaging and training requirements are different in transactional and in complex buying environments.
Being conscious about where and how to play the game are decisions of strategic relevance.
You cannot play football and baseball with the same team at the same time.
Posted: 3/5/2014 6:00:00 AM
with 0 comments
Any Given Sunday
Al Pacino's “Inch By Inch” speech from “Any Given Sunday” is one of the most motivational speeches that I have ever witnessed. Let me just share with you a few of the phrases, duly censored. “
You find out that life is just a game of inches. So is football. Because in either game life or football the margin for error is so small. The inches we need are everywhere around us. They are in ever break of the game every minute, every second..... Cause we know when we add up all those inches that's going to make the XXXXing difference between WINNING and LOSING between LIVING and DYING.”
I have always felt that Al Pacino could have added that sales, too is a game of inches. Sales people win or lose by the narrowest of margins on opportunities. To the winner go the spoils, to the loser nothing, except an opportunity to learn, reassess and practice resilience. Winning is so much better.
The upside is that in the competitive sales world of complex sales opportunities, the inches we need are everywhere around us.
I have used Miller Heiman Strategic Selling for two decades and they taught me a number of lessons
If I stood no chance of winning in a win win scenario it stuck out like a sore thumb, so qualify out
If I stood a chance of winning it showed me exactly what I needed to do to win the opportunity
I can safely attribute many of my own and my team’s wins down to the enthusiastic execution of Miller Heiman Blue Sheets. Have I managed to recruit a coach? No coach = No Win is so true. Am I wasting my time or am I really talking to the key Buying Influences, in the language that they understand. Is the customer giving priority to this procurement process, or is there no real driver for change, despite my “happy ears”? Have a really covered all the bases and what key information am I missing or need to corroborate? Is there competition for the budget, which could take away the spoils from all parties involved? Can the customer do it himself? Does the whole team have a game plan for this opportunity, so that we are playing like a team?
I can attribute so much success to Miller Heiman Strategic Selling. It shows me where the inches are and what I need to do to claw them in my favour. “Cause we know when we add up all those inches that's going to make the XXXXing difference between WINNING and LOSING between LIVING and DYING between SELLING and BEING OUTSOLD”
The Youtube Video link is here for those who might want a bit of motivation:
About the Author
Sean Maloney is a Life Long Sales Veteran and Sales Performance Expert. He has worked for top Sales Organisations both as a Sales Representative (He is Very proud that “he has carried a bag”) and Senior Sales Leader. He is passionate about professional Sales. He is a Miller Heiman Sales Consultant, a Fellow of the Institute of Sales and Marketing Management, a Member of the Chartered Management Institute and Director of Maloney Green Associates (www.maloneygreen.com | email@example.com
Posted: 3/3/2014 6:00:00 AM
with 0 comments
The Buyer’s Dilemma in a Complex Environment
You are responsible for an IT organization and your main goal is to outsource your own function as part of a corporate EBIT optimization program, which means processing many different tasks and issues—fact-based and change-related—that are all connected to each other. You’ll also have conversations with providers who understand your situation and your desired outcomes as well as others who just want to sell cloud capacity. If you ask the latter about the impact on implementation and adoption, they may come back with a cheaper price. Who is the provider that creates add-on value with new approaches? Who can map your specific context and people’s different concepts to the specific situation to achieve tangible results?
(Comparable scenarios could include buying new robot technology for an assembly line or buying a new enterprise software for core processes.)
More data, information and content – but more meaning?
There is no such thing as the “well-informed, self-directed” buyer who is always prepared to make a good decision. Some buyers perform a lot of research, others don’t. A few conduct too much niche-only research, or in the wrong direction, and come up with ideas that are not suitable for solving the current problem. Shopping versus buying. Buyers are often still confused, but on a higher level.
Business impact can be difficult to determine from the content that’s provided in the public domain, even if the content is focused on business challenges and impact. The reason is that most ROI calculators determine the potential value of the provider’s solution, but not the ROI of the buyer’s desired solution, which requires more than typical data--it requires situational context
Internal selling – the buyer’s most challenging job
Internal selling for buyers sounds strange, doesn’t it? But influencing and orchestrating across the buying community--selling your story, your future vision of success--to senior executive sponsors and to all sorts of committees to secure their buy-in is challenging and requires a lot of virtual leadership skills.
Internal selling is also orchestrating potential partners. Where and how can a potential partner help you change a buying influence’s perspective? A partner’s specific knowledge and experience can be very valuable, especially regarding questions on ROI calculations and outcomes. A top sales professional’s value lies in helping you discover areas of potential value creation you didn’t see before. Involving potential partners at this point is helpful for getting to a better decision quicker.
Buyers in complex environments still have a dilemma, but it has changed. Before the Internet, they had an information deficit; now they are suffering from information overflow and are looking for the specific value and meaning for their specific buying situation. Leadership and conscious collaboration are required on both sides--from the relevant decision maker whose job is to orchestrate the buying team and from the sales teams working with those buying teams. Leading a buying team toward a future vision of success is the decision maker’s responsibility. Orchestrating a buying team--understanding their context and concepts to be able to provide perspectives the buying team didn’t see before in order to help them achieve their desired outcomes--that’s a sales professional’s responsibility.
Posted: 2/20/2014 6:00:00 AM
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The Unintended Consequences of KPI's
More than one sales manager has approached me with this problem over the years.
“I need to drive sales production, and I can’t add head count. I need my people in front of the client more. More sales calls will drive more sales.”
The natural reaction to this dilemma is to hold people accountable to a target number of meetings per week. This works great, until six months down the road when meeting counts are up 25% and sales are only incrementally up or even down. This problem may be (and often is) the unintended consequence of not digging into the root issues that are holding back sales performance. While accountability to good KPIs (Key Performance Indicators) is essential to building a World-Class sales team, accountability to the wrong KPIs can have just as big an impact in the negative direction.
Encouraging Bad Behavior
Experienced sales leaders try to encourage the behaviors that lead to results by setting KPIs for day-to-day or week-to-week- performance metrics. The problem with setting a metric for the number of meetings per week and others KPIs like it is that it promotes the wrong behavior. In this case, the salesperson may practice a number of undesirable behaviors such as:
Quality over Quantity
Setting appointments with just about anyone who will give them even five minutes
Rushing through promising calls to get to the next call
Not spending enough time preparing for a call and strategizing with the rest of the sales team
Metrics need to be more than just a number. The reason we set them in the first place is so we can use them as levers in our pursuit of performance. The ideal metric is related as closely as possible to the result we want to achieve – usually sales productivity.
Note that World-Class Sales Performance defines sales productivity by results not activities. Meetings are an activity. A sale is clearly a result. Not the only one, of course, but clearly one we want to focus on.
So if we don’t want to use “number of meetings,” what can we use? One that many top-performing organizations use is “sales per meeting.” This metric measures meeting effectiveness as it shows how many meetings it takes to get a sale. Sales per meeting meets the test of an ideal KPI because improving the metric, lowering the number of meetings it takes to make a sale, is a clear indicator of improved sales productivity.
Of course, it’s easier to set the metric than to use it to coach, but as they say, practice makes perfect. According to Malcolm Gladwell in his book Outliers
, it takes 10,000 hours of practice to become a genius. As the sales coach, frontline sales managers need to ensure their sales professionals are fluent in the selling framework and provide continuous reinforcement through observation both during call prep and execution.
Let’s hear from you. Other than revenues, what metrics do you use to promote the right behaviors in your team? Any lessons learned the hard way? Add your comments below or reach out to me at firstname.lastname@example.org
Posted by Scott Hartman
| Sales Vice President, Miller Heiman
Posted: 2/17/2014 6:00:00 AM
with 0 comments
Why Doesn’t My Value Proposition Resonate?
In the 2013 Miller Heiman Sales Best Practices Study
, 96 percent of World-Class Sales Organizations said they have a formalized value proposition that is compelling to their customers. Compare that to the 31 percent of all respondents who said the same thing. Clearly, a compelling value proposition is an important ingredient in World-Class Sales Performance.
But what about the other 69 percent of respondents who don’t have a compelling value proposition? Chances are good they have a value proposition. They were just honest enough with themselves (and us) to admit that it isn’t compelling. So, what do the World-Class Sales Organizations know about value propositions that they don’t?
If you research value propositions, you’ll get lots of great input from marketing consultants who say things like:
Your value proposition must be unique, telling the customer what you do better than anybody else.
The value proposition must be phrased in words your customer would use. Avoid jargon and marketing-speak.
The value proposition must focus on value – the benefits your customer can expect to receive from the solution – not on product features.
All good advice, but it’s not enough.
The problem is that most of the advice you get on value propositions is focused on creating
the value proposition. Very little is said about the application
of the value proposition. That’s a mistake, because the sales call is where the rubber meets the road.
The missing element is situational context
. First, here’s a quick primer on selling in context for those of you who are not yet Miller Heiman customers. In sales, context is the information surrounding a sales opportunity that helps you see the problem from the customer’s perspective. There are two types of customer context: environmental and situational.
is background information and includes elements such as market trends, common business issues and the benefits of your application. This is the kind of information marketing gathers and uses when they create the value proposition. Done well, it’s a great start and highly valuable, but it doesn’t take it far enough.
puts the value proposition in the context of the individual customer’s situation – what’s going on in their organization, their role in the organization, their unique experiences, the way they define success, and the hundreds of other elements that are unique to that customer. Actually, it’s not just unique to each customer
. In a complex sale, each Buying Influence
will have their own situational context.
For a value proposition to resonate with each Buying Influence in a customer’s buying team, it must be translated into their situational context. Successful salespeople have known this for years. Many have attributed their success to being able to “think on their feet.” The more sophisticated put it in terms like “situational fluency.” No matter what they call it, it’s the essential ability to translate marketing’s value proposition into the customer’s situational context.
It’s also important to note that situational context is the responsibility of sales, not marketing. No matter how many sales calls your marketing team participates in, no matter how much research they do, they will never be able to create a value proposition that is 100 percent applicable to the context of every Buying Influence. Sales must complete the process.
Let’s hear your comments and questions on value propositions, selling in context or any other ideas spurred on by this discussion. Add them in the comment box below. You can also reach me at email@example.com
if you’d like to learn more.
Posted: 2/12/2014 6:00:00 AM
Jason Roger Buma
with 0 comments
Making Your Sales Methodology Stick
When I visit a new Miller Heiman customer, I often find that the organization has already experimented with numerous sales methodologies. Some provided a short-term uptick in sales. Others had little to no effect at all. Now the organization is looking for the next big thing to help them turn their corporate fortunes around. A colleague of mine cynically calls it “management by guru.”
While this has been a problem for as long as I’ve been in sales, it’s become even more prevalent in this extended economic downturn. Each sales methodology becomes the management team’s life preserver, designed to keep their business and their careers afloat. After all, it’s not their fault that sales are down. The last methodology they used just didn’t work.
The problem may not be the methodology, but your commitment to it. Here are a few tips for ensuring that, whichever sales methodology you choose, it is one you can live with.
– This is one that most of our customers in complex sales inherently understand. Implementation of their solutions can take months if not years. They know that if the project lacks executive sponsorship – a C-suite exec who is ready and willing to go to bat for the cause – it’s doomed to fail. If you lack executive sponsorship when you try to roll out a new sales methodology, your initiative will last only until the next sales guru publishes a book.
Make sure it IS a methodology
–Presenting solutions in different ways, approaching key buyers, enabling the sales force, etc., are not necessarily mutually exclusive. For example, “The Challenger Sale” has excellent ideas for overcoming what some sales professionals call “column fodder” status – those situations where the prospect has called you in simply because they need another bid. While useful, new approaches do not take the place of a complete sales methodology. For more insights into why methodology is important, read “Funnel Confidence Requires Running the Bases.”
Make sure everyone knows where they fit
– It should be no secret that sales involves more than just the sales department. Entire departments exist to support the sales effort: sales enablement, sales operations, marketing. In large organizations, marketing itself is broken down into multiple disciplines such as inbound demand generation, outbound demand generation, product marketing, content marketing and more. For a methodology to be successful, each of these departments must understand the methodology and its role in supporting it.
Have the coaches ready
– In sports, coaches work year-round to get ready for the coming season. By the time the players hit the preseason training field, every coach from junior assistant to head coach knows the strategy backwards and forwards. Now, their job is to impart this knowledge to the team so they can execute.
Sales functions the same way. Your coaches--the frontline sales managers who provide feedback and guidance to your sales team--have to be ready. It’s not enough that they know how
to coach your players. They need to know what to coach
. They need to know your sales methodology.
The Miller Heiman organization is composed of individuals who exemplify another key attribute that ensures success for many of our customers, or at least those customers that will heed our advice: Our executive team, consultants and facilitators are all practitioners of our methodologies. Experience using our tools in a “prior life” ensures that every step is well-thought-out, every project detail is tied to our winning principles, processes are executed to guarantee success, and the executives within our customer base understand their role and the importance of flawless execution. Our reputation in the marketplace is tied to results and we are extremely proud of our ability to drive more sales and better sales.
Now, with that all said, sometimes the methodology is
the problem. Reach out to me at firstname.lastname@example.org
to discuss your sales methodology and how Miller Heiman can help you make it stick.
Posted: 2/11/2014 6:00:00 AM
with 0 comments
Why Some Businesses Will Always Be Small Businesses – Part 2
In my last post, I talked about a common challenge I see in startup and emerging technology companies. Many of these organizations hire engineers as salespeople. That works well when their product is in the early stage of market acceptance. However, unless their engineers acquire the skills of a professional salesperson, many of these organizations have a hard time making the leap across the chasm to
the majority of buyers.
In Why Some Businesses Will Always Be Small Businesses – Part 1
, I gave some tips on how to help your salespeople make this transition from engineer to professional salesperson. That said, your engineers aren’t the only ones in the organization who need to make the leap. Company executives may need a push in the right direction as well.
It’s often been said, Executives need to work on
the business, not just in
the business. Here’s a quick recap explaining the difference and how it applies to the emerging or startup technology company:
Working in the business
– Executives who are working in the business often refer to “rolling up my sleeves” and “getting grease under my nails.” They quite literally have their hands in the day-to-day functioning of the company, even if it doesn’t actually involve grease or the need to roll up one’s sleeves.
Contrary to the way it’s portrayed by many management gurus, working in the business isn’t always a bad thing. Executives in the emerging technology company often need to work in the business in the early stages. They invented the product, and they can explain the vision for how this product will change the lives of the customer like no one else in the organization, not even their best engineers.
Prospects who are betting on an unknown or unproven product want and often need to be sold to by a true believer. However, once the product reaches the early majority, sales numbers and a handful of reference customers (satisfied early-adopters) provide the sense of security most buyers crave.
Working on the business
– Now it’s time for the executive to step back, let his or her salespeople take the lead in the day-to-day sales activities and focus on more strategic areas of the business such as obtaining funding for future growth or considering potential acquisitions. Even if your only goal is to be acquired by a larger company and retire to the Bahamas, you need the time to court potential buyers – something you can’t do if you’re too busy making sales calls.
If the chasm is separating you from success but you’re reluctant to leave sales up to your sales force, it’s probably because you haven’t helped your engineers make the transition to becoming professional salespeople. Reach out to me at Jyoung@millerheiman.com
and let’s discuss how Miller Heiman can help you make it happen.
Posted: 2/5/2014 6:00:00 AM
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The Difference Between Simplification and Simplicity
If only it was this simple: Hire to a sales stereotype, give them a pitch and turn ’em loose. Sales experience – not necessary. You need critical thinkers preferably without a sales background. How did the sales profession miss something so… simple? Or maybe it just looks that simple on the chalkboard.
Simplification has its roots in math, following strict rules. The purpose of simplification is to make something easier to understand. Who wouldn’t want that? Simplification done the right way is a useful process to reduce an existing matter to its essentials, stripping away everything superfluous and redundant, which requires some heavy duty critical thinking.
Unfortunately nowadays simplification is often performed by people without sales experience ignoring the above. Taking the fast track in this case leads to “Experience doesn’t matter anymore.” An excellent example what can happen with a serious topic - oversimplified. Leading people in the wrong direction. Creating more confusion than value. As a sales leader, you cannot afford to follow a misleading approach based on overhasty and wrong conclusions.
Simplicity is different, it’s a holistic approach.
"Simplicity is the ultimate sophistication."
--Leonardo da Vinci
Simplicity is based on clarity, which comes from a complete understanding of the issue to be simplified. Applying simplicity correctly means to define the different elements of sales experience in the first place, such as knowledge in different areas, conversational, questioning and social skills, collaborative and competitive behaviors, attitude, business acumen, vertical knowledge and others. Simplicity would require to look deeply at your sales system and at the buying systems your organization has to deal with. Then, simplicity would require to analyze all dimensions from both perspectives, then synthesize both views before making conclusions.
Then - and this is the visible difference - simplicity creates a framework in the beginning how to look at the topic from different perspectives to make it easier to understand and to navigate a complex issue. Simplicity would probably come up with a different framework for transactional sales and for complex sales. Simplicity doesn’t allow that important dimensions are not considered at all. That’s exactly the trap with simplification, that right in the beginning, relevant dimensions are taken out of the equation – ironically in order to “simplify”.
As customers make their decisions differently, every time, because their situation is different - so do sales leaders. There are no silver bullets. Every sales organization’s challenges are specific. Every sales organization’s customers are different. The way how your specific customers want to engage with your sales organization is different as well.
Simplification is taking the fast track – which includes the danger to be wrong, not to add the value you possibly could.
Simplicity requires more thinking in the beginning to create a framework which helps people to navigate a complex issue really easily - but only to create the biggest possible value at the end.
Simplicity is pure and precise.
Simplicity strives for perfection.
Simplicity requires critical thinking.
Simplicity accepts no excuses.
Posted: 2/3/2014 6:00:00 AM
with 0 comments
“My Blackberry Is Not Working!” is one of the most brilliant sketches, especially when it comes to context. Imagine a fruit and vegetable shop. A customer comes in the shop, starts complaining that his BlackBerry wouldn’t work. Then, he puts a piece of fruit on the table....
You get the picture. In this case it’s fun--but not a successful sale. Being out of context can be even worse: Imagine you are driving at 140 mph on a pretty wet highway at night. That’s driving out of context with a high risk of crashing due to aquaplaning.
“We don’t sell out of context.” I hear you. … But wait a minute. Let’s see why context in sales matters more than ever and where the challenges are.
Our research says that 89 percent of top-performing sales organizations clearly understand their customers' issues before they propose a solution to solve their problems. Doing so requires a deep understanding of the customer’s specific context, because customers don’t buy products or services. They buy the value they get from a provider’s capabilities to fix a problem, to accomplish their goals, or to avoid potential problems.
This is why customer context matters in every single interaction. This is why the customer context along the customer journey has to be a major design point regarding selling methodology, sales enablement and execution.
Nevertheless, many customers still complain that sales professionals are very knowledgeable about their own products and company, but not sufficiently knowledgeable about the specific customer’s industry and specific role and challenges, or how to approach the customer.
There seems to be a gap. A variety of challenges must be considered:
A generic foundation of customer context can be prepared by sales enablement or marketing in various forms and shapes, ideally in content modules that are easy to customize. This covers all information describing the conditions of a certain market/industry, typical roles and personas you have to deal with, their typical business challenges and patterns, and how to approach them.
The situational customer context, which makes the real difference, requires salespeople. It requires that they know where to find the context data and--even more important--how to adopt the generic findings effectively to the specific selling situation. This is why providing content on context is not enough. As long as people don’t know how to use it effectively, it doesn’t create any value.
Frontline sales managers have to coach their team members the right way. This is a very powerful key to increasing sales productivity that is often overlooked. As context is changing along the customer journey, it’s important that coaching on specific opportunities is always focused on understanding the changing context picture in order to completely understand the implications and to take the right actions.
Context is the opposite of working with assumptions. Context is the opposite of guessing. Context is about getting precise and specific. Understanding and applying customer context is a prerequisite to providing valuable perspectives to your customers in order to win their business.
Posted: 1/31/2014 6:00:00 AM
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Driving Performance: Two Sides of the Same Coin
As sales leaders, one of the most important challenges we have is to develop our team members so that each day’s performance is better than the one before. People
, the key components of talent management, are like the two sides of a coin. Neither can exist without the other.
Driving performance requires the sales leader to clearly understand the performance and potential of each team member.
It can be illustrative to group salespeople by performance into six clusters. When graphed, the analysis resembles a traditional bell curve.
Cluster 1 includes the highest category of performers, those who know how to be productive and successful and are willing to do what it takes. Cluster 2 performers follow closely behind. Although they may not always know what to do, they can be easily coached because they are eager to succeed.
The middle of the bell curve covers the vast majority of salespeople. Cluster 3 salespeople want to perform well, but they don’t always know how. Cluster 4 includes those who may want to perform well but—for whatever reason—are resistant to coaching.
Clusters 5 and 6 comprise the tail end of the bell curve, those salespeople who, to varying degrees, don’t know what to do and aren’t compelled to learn or improve.
Categorizing performance allows the sales leader to focus on those team members who can achieve the greatest improvements.
Talent management is all about getting the people with the best potential to the next level.
A common mistake many sales leaders make is to spend most of their time with their best performers. We don’t need to focus on cluster 1 since there is no “next level.” Cluster 2 might warrant some effort, but as they are already performing better than the vast majority of the team, time spent here isn’t likely to have much of an impact.
Likewise, it makes little sense to focus on clusters 5 and 6. These salespeople are either incapable of improvement or so resistant to change than any effort here seems a waste of time. Clearly, clusters 3 and 4 are where the bulk of our focus needs to be. For sales leaders, this is our “target audience.”
Performance improvement requires coaching the target audience to follow the defined process.
Sales success requires a defined set of customer-management strategies, which establish a common framework, language and terminology. Many of these strategies may be gleaned from the habits of salespeople in clusters 1 and 2, but the greatest impact will be from working with clusters 3 and 4, ensuring that the customer-management strategies are understood and followed.
This coaching should be a part of your natural day-to-day management approach. While you might meet with salespeople in clusters 1 and 2 on a regular basis, coaching clusters 3 and 4 may require more frequent sessions. Set up weekly reviews to ensure they have a firm grasp of your defined customer-management strategies and help them understand what needs to be done, which threats need to be covered and minimized, and which strengths can be leveraged.
Establish a process to measure success
. As always, a sales leader should know what success looks like. Work with your target audience to establish a set of success criteria and check back frequently to monitor performance. Remember to use proven coaching techniques
. Start with statements about positive observations and create questions around any potential negatives. Allowing a salesperson to uncover his or her own weaknesses cements learning and helps establish confidence.
Coaching performance can be a time-consuming task and not something you can accomplish “between more important tasks.” That’s why it’s imperative to start with an assessment of your people. This assessment will allow you to be more productive by focusing your efforts on the areas of greatest return.
For feedback on specific talent-management issues, you can reach me at email@example.com
. And be sure to check out our most popular workshops
for more ideas on promoting sales success.
Posted: 1/15/2014 6:00:00 AM
with 0 comments