{"id":749,"date":"2019-07-06T18:43:10","date_gmt":"2019-07-06T18:43:10","guid":{"rendered":"https:\/\/sellingsherpa.com\/?p=749"},"modified":"2019-07-06T18:43:18","modified_gmt":"2019-07-06T18:43:18","slug":"sales-manager-survival-guide-book-summary","status":"publish","type":"post","link":"https:\/\/sellingsherpa.com\/index.php\/2019\/07\/06\/sales-manager-survival-guide-book-summary\/","title":{"rendered":"Sales Manager Survival Guide (Book Summary)"},"content":{"rendered":"<div class=\"nolwrap\">\n<p class=\"wp-block-paragraph\"><a href=\"https:\/\/www.amazon.com\/dp\/B01G2EBR7W\" target=\"_blank\" rel=\"noreferrer noopener\" aria-label=\"Sales Manager Survival Guide: Lessons from Sales' Front-lines by David Brock (opens in a new tab)\">Sales Manager Survival Guide: Lessons from Sales&#8217; Front-lines by David Brock<\/a><\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>INTRODUCTION<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>Front-line sales management is the point where\nwe translate strategies, ideas, programs into tactical day to day execution.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>PART ONE THE NEW SALES MANAGER<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>1 SO NOW YOU ARE A NEW SALES MANAGER. WHAT\u2019S DIFFERENT?<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>2 YOUR FIRST 30 DAYS: SLOW DOWN, DON\u2019T MOVE TOO FAST<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>The most important thing for a new manager to do\n\u2014 regardless of the situation \u2014 is to do nothing! No, I don\u2019t really mean do\nnothing. I mean don\u2019t rush into changing things.<\/li><li>The most critical things you need to do in your\nfirst 30 days as a new manager is figure out what drives your people, how they\nwork, what\u2019s going on, how things get done, what people think, why the\norganization is where it is, and where you can have the biggest impact on the\npeople and organization.<\/li><li>Visit or talk to 30 customers, prospects, past\ncustomers.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>3 30-60 DAYS: FIRST, YOUR PEOPLE<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>You\u2019re starting to hold pipeline reviews, deal\nreviews, territory reviews, and one-on-ones. You are, hopefully, spending time\nwith your people calling on customers, helping them move deals forward.<\/li><li>Help always comes in the form of coaching not\ntelling.<\/li><li>Before you do anything, if you can, sit down\nwith your manager. Use her as a sounding board for your impressions and ideas.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>4 30-60 DAYS: YOUR COMPANY\/SALES ORGANIZATION<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>As a front-line sales manager, the majority of\nyour time must be spent working with your people, coaching them, developing\nthem, helping them develop stronger deal strategies, making key customers calls\nwith them.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>5 30-60 DAYS: PROCESSES, SYSTEMS, TOOLS, AND METRICS<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>Sales process is probably the single most\npowerful element for driving sales effectiveness, both at an individual and\norganizational level. The sales process is very closely tied to your Deal\/Opportunity\nManagement and Pipeline Management Processes.<\/li><li><em>The most important metrics for you and your\nteam are the leading metrics. It\u2019s understanding: Are you doing enough (quantity)\nof the right things (quality) to achieve the outcomes and goals you have (quota\nperformance).<\/em><\/li><li>I have only two sets of sales metrics I track\nmyself and my people on: The number of first customer \u201cmeetings \u201c(virtually all\nare phone calls) they make each week and their pipeline health.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>6 WARNING! DO YOU ALSO HAVE A PERSONAL TERRITORY?<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>7 60-90 DAYS: THE HONEYMOON IS OVER. WHAT HAVE YOU DONE\nFOR ME LATELY?<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>You need to be spending an absolute minimum of\n50 % of your time with your people. This includes going out into the field,\nvisiting customers.<\/li><li>The next 25 % of your time will be spent getting\nthings done for your people, promoting their accomplishments, removing barriers,\nand protecting them.<\/li><li>Sales-related activities [include:] preparing\/researching,\nmaking customer calls\/meetings, following up on those meetings)<\/li><li>THE NEXT 25 % OF YOUR TIME This quarter of your\ntime is for yourself and your manager. Some of this 25 % of your time is set\naside for you to think. <\/li><li>THE FIFTH 25 % OF YOUR TIME [is for] reports,\nforms, other things you have to do. Do this after business hours!<\/li><li>THE FINAL 25 % OF YOUR TIME &#8211; This is probably\nthe second most important time block. It\u2019s time to think and reflect.<\/li><li>AVOID KNEE JERKS: There is always time to think,\nconsider, evaluate \u2014 not endlessly, but appropriately.<\/li><li>If you are constantly changing, you don\u2019t know\nwhat you are doing. People want to be led. They want leaders who are certain of\nwhat needs to be done, who have the courage to stick to something, learning,\ntuning, and improving.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>8 LEADING YOUR FORMER PEERS<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li><em>Nothing we ever do as leaders should be directed\nat the person, who salespeople are as human beings. The only thing we can and\nshould focus on is their performance in the job.<\/em><\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>PART TWO COACHING IS YOUR JOB<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>9 WHAT\u2019S ALL THIS TALK ABOUT COACHING? I\u2019M A MANAGER!!<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li><em>The most effective coaching takes the form of\nhelping your people think, not solving their problems for them.<\/em><\/li><li>Coaching is the highest leverage activity sales\nmanagers have in driving the performance of their team,<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>10 COACHING AND BEING COACHED<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>Coaching is a two-way exchange, it is a dialogue,\na conversation focused on shared discovery and learning.<\/li><li>As coaches, if we aren\u2019t prepared to listen,\nlearn, and develop ourselves, we will never be as effective as we might be.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>11 COACHING AND TRAINING: WHAT\u2019S THE DIFFERENCE?<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>Training can have a great impact in developing\nthe capabilities of the team \u2014 but management has to be engaged, not only in\ndetermining what is being taught, but by participating in the classes, and\ndoing ongoing coaching reinforcement afterwards.<\/li><li>If managers expect their people to take the\ncourses, they need to take the course as well \u2014 setting a powerful leadership\nexample.<\/li><li>Training and coaching are important. One does\nnot replace the other; both are needed. And each needs to reinforce the other.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>12 HOW DO YOU COACH?<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li><em>Non-directive coaching focuses on helping\nyour people think, analyze, and figure things out for themselves. Directive\ncoaching involves telling your people what they should be doing. When you have\nthe option, you should almost always choose non-directive coaching.<\/em><\/li><li>Types of questions:<ul><li>QUESTIONS FOR CLARIFICATION What do you mean by&#8230;.?<\/li><\/ul><ul><li>QUESTIONS PROBING PURPOSE What is the purpose of\n_____?<\/li><\/ul><ul><li>QUESTIONS PROBING REASONS AND EVIDENCE What\nwould be an example?<\/li><\/ul><ul><li>QUESTIONS PROBING VIEWPOINT AND PERSPECTIVES What\neffect would that have? What is an alternative?<\/li><\/ul><ul><li>QUESTIONS PROBING IMPLICATIONS AND CONSEQUENCES\nHow can we find out?<\/li><\/ul><ul><li>QUESTIONS ABOUT QUESTIONS What does that mean?<\/li><\/ul><ul><li>QUESTIONS THAT PROBE CONCEPTS What is the main\nidea we are dealing with?<\/li><\/ul><ul><li>QUESTIONS THAT PROBE INFERENCE AND INTERPRETATIONS\nWhat conclusions are we coming to about _____?<\/li><\/ul><\/li><li>Times when directive coaching is more\nappropriate or, in fact, necessary:<ul><li>When there is a real need for speed in\naddressing a specific issue.<\/li><\/ul><ul><li>When there can be no chance of risk or failure.<\/li><\/ul><ul><li>When there\u2019s no debate, all the decisions have\nbeen made.<\/li><\/ul><ul><li>When an issue is so critical it\u2019s necessary for\nyou to maintain full control and responsibility.<\/li><\/ul><ul><li>When the person has neither the capability nor\nthe willingness to solve the problem themselves.<\/li><\/ul><\/li><li><em>A lot of this coaching will be informal \u2014 catch\nsomeone doing something right and let them know immediately.<\/em><\/li><li>You will, also, be integrating coaching into\nyour reviews (deal, pipeline, calls, and others,) and your one-on-ones.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>13 HOW DO WE FIND TIME TO COACH OUR SALESPEOPLE?<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>Effective sales leaders incorporate coaching\ninto their daily business activities [such as] deal reviews, pipeline\/forecast\nreviews, call reviews, territory, one-on-ones,<\/li><li>As sales managers, we spend our days talking to salespeople\nabout prospecting, sales calls, deals, pipelines, forecasts, territory and\naccount plans.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>14 ARE YOU COACHABLE? IF YOU AREN\u2019T, YOU WON\u2019T MAKE IT!<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>15 COACHING TO CLOSE PERFORMANCE GAPS, COACHING FOR\nCONTINUED IMPROVEMENT<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>In closing performance gaps, we may have to work\non skill development. [And,] the reality is you can only focus your coaching on\none or two things at a time.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>16 COACHING A, B, C PLAYERS<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>You are probably managing a team of 8-12 people.\nThere is no excuse for not investing time in each one.<\/li><li><em>One of the biggest challenges B players face\nis consistency of execution.<\/em><\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>17 WHAT DOES THE HEISENBERG UNCERTAINTY PRINCIPLE HAVE TO\nDO WITH SALES LEADERSHIP?<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>18 GUIDELINES FOR GIVING AND RECEIVING FEEDBACK<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>As leaders, the most important gift you can\nprovide your people is powerful feedback.<\/li><li>Feedback is a two-way street. We should actively\nseek feedback from our people, peers, managers, and others we work with.<\/li><li><em>The inability to accept feedback is probably\nthe most limiting thing we face in our personal and professional development.<\/em><\/li><li>Focus feedback on <ul><li>behavior rather than the person.<\/li><\/ul><ul><li>observations rather than inferences.<\/li><\/ul><ul><li>description rather than judgment.<\/li><\/ul><ul><li>descriptions of behavior which are in terms of \u201cmore\nor less \u201crather than in terms of \u201ceither\/or.\u201d<\/li><\/ul><ul><li>behavior related to a specific situation<\/li><\/ul><ul><li>the sharing of ideas and information rather than\non giving advice.<\/li><\/ul><ul><li>exploration of alternatives rather than answers\nor solutions.<\/li><\/ul><ul><li>the value it may provide for the recipient,\nrather than the value or \u201crelease \u201cit provides the person giving the feedback.<\/li><\/ul><ul><li>the amount of information that the person\nreceiving it can use, rather than on the amount that you have which you might\nlike to give.<\/li><\/ul><ul><li>time and place so that personal data can be\nshared at appropriate times.<\/li><\/ul><ul><li>what is said rather than why it is said.<\/li><\/ul><\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>19 THE SECRET TO EFFECTIVE COACHING<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li><em>You have to care! You have to believe in your\npeople more than they believe in themselves!<\/em><\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>PART THREE: REVIEWS\u2014Accelerate Your Coaching Impact!<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>20 THE REVIEW PROCESS: KILLING TWO BIRDS WITH ONE STONE<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>The major types of reviews we need to conduct: <ul><li>Deal\/Opportunity<\/li><\/ul><ul><li>Pipeline\/Forecast<\/li><\/ul><ul><li>Sales Call<\/li><\/ul><ul><li>Account\/Territory<\/li><\/ul><ul><li>One-on-ones<\/li><\/ul><ul><li>Prospecting<\/li><\/ul><ul><li>QBRs<\/li><\/ul><\/li><li>Most people tend to conduct pipeline reviews far\ntoo frequently.<\/li><li>[For] account or territory reviews, quarterly or\nsometimes even a semiannual cadence is sufficient<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>21 THE BASICS: FUNDAMENTALS OF THE REVIEW<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li><em>[One of the] biggest problem with reviews is\nthat we fail to establish and agree on action plan. We don\u2019t identify: What do\nwe do next? By what date? What is the anticipated outcome? Who is responsible?<\/em><\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>22 DEAL REVIEWS<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>Most deal reviews can be accomplished in about\n20-30 minutes. [Strive to] understand what it takes to win:<ul><li>The compelling business problem for the buyer <\/li><\/ul><ul><li>Are there risks? <\/li><\/ul><ul><li>What are the next actions the salesperson needs\nto take in executing that strategy?<\/li><\/ul><ul><li>where the buyer is in their buying process<\/li><\/ul><ul><li>their decision-making process<\/li><\/ul><ul><li>the competition<\/li><\/ul><ul><li>Projected deal value<\/li><\/ul><ul><li>Whether the target close date is reasonable or\nachievable.<\/li><\/ul><\/li><li>If you don\u2019t have a sales process, or people\naren\u2019t using it, you will find it virtually impossible to manage performance.<\/li><li><em>\u201cUntil it comes directly from the customer\u2019s\nmouth, it\u2019s not fact.\u201d<\/em><\/li><li>MOVING FORWARD: WHAT DO WE DO NEXT? This is\nwhere we want to spend most of the time in the review.<\/li><li>As you are completing the Discovery Stage and\nmoving to the Proposing Stage, there are a series of validation activities, for\nexample: <ul><li>1. Reconfirming priorities and needs. <\/li><\/ul><ul><li>2. Testing aspects of our solution to get their\nreaction on how well it meets their needs. <\/li><\/ul><ul><li>3. Demonstrating potential solutions both to\nshow how we meet needs and to confirm their views about the solution. <\/li><\/ul><ul><li>4. Making specific value based solution\nrecommendations. <\/li><\/ul><ul><li>5. Validating the business case, our value\nproposition, and differentiation. <\/li><\/ul><ul><li>6. Understanding their attitudes about our\nsolution versus the alternatives they may be considering.<\/li><\/ul><\/li><li>\u201cI need to meet with ________ by this date\n_________, to accomplish these things _________ \u201d<\/li><li>It\u2019s important to follow up with the salesperson\nas they execute the next steps.<\/li><li>OTHER IMPORTANT DEAL REVIEW ISSUES<ul><li>1. Each week choose a different deal to review\nwith the salesperson.<\/li><\/ul><ul><li>2. Make sure you choose deals in different\nstages of the sales process.<\/li><\/ul><ul><li>Doing deal reviews for deals in the qualifying\nand discovery stages give you the most flexibility in brainstorming\nalternatives and developing strong deal strategies.<\/li><\/ul><\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>23 PIPELINE REVIEWS<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>Most pipeline reviews turn into deal reviews<\/li><li>Pipeline reviews are conducted too frequently.<\/li><li>In most cases, reviewing individual pipelines\nwith each salesperson should take no more than 15 minutes.<\/li><li>We have only 3 key objectives in pipeline\nreviews:<ul><li>Assure we have high pipeline integrity.<\/li><\/ul><ul><li>Assure we have the right pipeline shape\/volume.<\/li><\/ul><ul><li>Assure we have the right velocity\/flow.<\/li><\/ul><\/li><li><em>Pipeline integrity issues can usually be seen\nthough some sort of stage\/closing date misalignment, deals that have been in\ncycle too long or too little, deals that haven\u2019t moved.<\/em><\/li><li>If a salesperson has a $ 1 million quota, with\nan average deal size of $ 100K, he will need to close ten deals to make his\nquota. If his win rate is 25 %, on an annualized basis, his healthy pipeline\nneeds to have $ 4M worth of deals, roughly a total of 40 deals.<\/li><li>I like looking at average time in each sales\nprocess stage, and the flow from stage-to-stage.<\/li><li><em>When you have pipeline problems, you can\u2019t\nfix them by focusing on the pipeline. Let me explain myself. There are only\nfive problems you will ever have with the pipeline: <\/em><ul><li><em>Integrity<\/em><\/li><\/ul><ul><li><em>Volume<\/em><\/li><\/ul><ul><li><em>Velocity<\/em><\/li><\/ul><ul><li><em>Win\nRate<\/em><\/li><\/ul><ul><li><em>Average\nDeal Size.<\/em><\/li><\/ul><\/li><li>Each deal should be reviewed individually with the\nsalesperson when committing something to the forecast.<\/li><li>You cannot have a high integrity pipeline\nwithout having a strong sales process that your people are using.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>24 CALL REVIEWS<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>In planning a call, the salesperson needs to ask:<ul><li>What are their goals and objectives for the call?<\/li><\/ul><ul><li>What are the goals and objectives the customer\nmay have for the call?<\/li><\/ul><ul><li>Do we have the right people participating in the\ncall?<\/li><\/ul><ul><li>What commitments or actions do they want to\nderive from the call?<\/li><\/ul><ul><li>What value are we creating for the customer in\nthe call?<\/li><\/ul><ul><li>Particularly for very important meetings, ask\nthe salesperson if they have shared and agreed upon an agenda with the customer.<\/li><\/ul><\/li><li>Conduct post-call reviews<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>25 ONE-ON-ONES<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li><em>The one-on-one is not a deal, pipeline, or\nany other kind of review.<\/em><\/li><li>Make sure that no more than two weeks pass\nwithout a one-on-one.<\/li><li>Focus my one-on-ones on two specific things:\nlooking at how your people are planning and spending their time, and \u201ctaking\ntheir temperature.\u201d<\/li><li>Are they allocating and blocking specific time\nperiods for prospecting? Are they blocking time to research and prepare for key\nmeetings, deals, prospecting?<\/li><li>I like to look at people\u2019s calendars for the\nnext two weeks. They should have these two weeks relatively well planned and\nstructured \u2014 including some unscheduled time.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>26 ACCOUNT AND TERRITORY PLANNING<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>The account or territory plan is actually all\nabout creating a structured prospecting plan.<\/li><li>They are mapping where they\u2019ve done business,\nthe relationships they have. More importantly, they are identifying divisions,\nbusiness units, and functions where they have done little or no business. They\nare developing plans to get introduced to key people within those organizations,\nlearn more about them, and find opportunities where they might start solving\nproblems.<\/li><li>Don\u2019t give the salespeople a blind challenge such\nas, \u201cTell me what you are doing to expand your relationships and grow the\nbusiness.\u201d Nothing will get done. Focus their planning on two to three key\ninitiatives or priorities.<\/li><li>Are they thinking big enough? Part of our goal\nwith account and territory planning is to get them out of the rut of what they\ndo every day.<\/li><li>Do they have a specific plan with which to\nengage these people?<\/li><li>At the end of the review the salesperson has\nidentified specific activities and the schedule for accomplishing them.<\/li><li>I tend to favor quarterly meetings and updates.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>27 TEAM MEETINGS<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>Team meetings are very powerful for sharing the\nsame information across the whole team [and for] training and development.<\/li><li>Every team meeting must have specific objectives\nand an agenda. This needs to be published in advance.<\/li><li>Ideas:<ul><li>Use the team meeting as an objection-handling\nclinic.<\/li><\/ul><ul><li>Consider bringing in a guest speaker<\/li><\/ul><\/li><li>As a rule, I generally don\u2019t like to include\nreviews in team meetings.<\/li><li>I tend to favor no more than one team meeting a\nmonth.<\/li><li>[Case Study] Tory Hornsby\u2019s approach to team\nmeetings:<ul><li>Every day, we devote the first 45 minutes to\nsales training.<\/li><\/ul><ul><li>Starts with the team celebrating their\naccomplishments of the previous day <\/li><\/ul><ul><li>Followed in scrum-like fashion by each\nsalesperson taking about one minute outlining their goals for the day.<\/li><\/ul><ul><li>The remaining 30 minutes is spent training. They\nrotate the responsibility. \u201cWe have to reinforce every new thing for 4 weeks\nuntil people have internalized what we are trying to get them to learn.\u201d<\/li><\/ul><\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>PART FOUR: RECRUITING, INTERVIEWING, HIRING AND\nONBOARDING<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>28 BUILDING A TEAM<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>29 A FRIGHTENING LOOK AT \u201cTHE COST OF A SALESPERSON \u201d<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>30 RECRUITING: FINDING THE BEST AND BRIGHTEST<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>Make a bad hire and you stand to lose millions\nof dollars in business to your competition or in opportunity costs.<\/li><li>Two key components to recruiting the right\ncandidates to fill your open jobs:<ul><li>1. Having a clear picture of your ideal\ncandidate.<\/li><\/ul><ul><li>2. Reducing the time required to identify ideal\ncandidates.<\/li><\/ul><\/li><li>The ideal candidate profile has a couple of\nelements:<ul><li>A clear description of the role, and the\nresponsibilities a person in that role must fulfill.<\/li><\/ul><ul><li>A clear definition of the competencies,\nexperiences, attitudes, behaviors, and values you require.<\/li><\/ul><\/li><li>Job descriptions and sales competency models\naren\u2019t just used for recruiting. They are also very powerful tools for helping\nyou coach and develop your people.<\/li><li>Experienced leaders are always looking for\ntalent. Long before they have positions open, they are on the hunt for \u201cA\ncandidates \u201cfor each key role in their organizations<\/li><li>Never delegate the phone screening interview.\nAlways conduct it yourself. Again, you are the best person to know what you are\nlooking for, so take the time to conduct good screening interviews.<\/li><\/ul>\n\n\n\n<ul class=\"wp-block-list\"><li><strong>SALES COMPETENCY MODEL<\/strong><\/li><li>[The sales competency model is] a tool you can\nuse to help recruit the right people, to make sure they have developed the\nright skills and capabilities at the conclusion of their onboarding. Its\nutility doesn\u2019t stop there. It can be used to help in the development of your\npeople. <\/li><li>Competencies:<ul><li>1. Behaviors and Attitudes<\/li><\/ul><ul><li>2. Industry and Market Knowledge<\/li><\/ul><ul><li>3. Customer Intimacy and Knowledge<\/li><\/ul><ul><li>4. Understanding of Your Own Products and\nSolutions<\/li><\/ul><ul><li>5. Understanding How to Get Things Done Within\nthe Company<\/li><\/ul><ul><li>6. General Business Knowledge<\/li><\/ul><ul><li>7. Ability to Provide Insights to Customers<\/li><\/ul><ul><li>8. Value Creation, Communication, and Delivery<\/li><\/ul><ul><li>9. Sales Process, Planning, and Execution<\/li><\/ul><ul><li>10. General Selling Skills<\/li><\/ul><\/li><li>With each category is drill down and describe\nspecific characteristics, skills, experiences, attitudes, behaviors that are\nimportant for the role.<\/li><li>Behaviors and Attitudes Category, you may want\nto consider things like: Time focused; Critical thinking, problem-solving\nskills; Growth oriented mindset; Passion, energy, enthusiasm; Professional\nappearance, conduct, demeanor; Can do, get it done; Follow through\/ability to\ncomplete things; Technical aptitude, comfort with technology discussions; Takes\nresponsibility, personal accountability; Cognitive capability; Curiosity; Problem\nsolving orientation; Team orientation; Interested in other people and their\nsuccess; Listening skills; Strong self-confidence and self-image; Comfort in\ntalking about money; Requires minimal management supervision, requires minimal\ndirection; Able to deal with conflict and confrontation; Comfortable with\nambiguity; Strong ethical foundation, trustworthy; Coachable and value coaching;\nAttitude to continuous learning; Driven to accomplishment, success oriented; Driven\nto be successful; Focused on own self-improvement and development; Engaging; Relentless\ncommunicator; Able to get commitments; Detail oriented; Delivers on commitments\nmade; Self-driven; Able to deal with rejection; Out of the box thinker; Ability\nto navigate organizations; Gives and receives feedback<\/li><li>[Assess competencies on a 5-point scale from:] 1\n= Basic capabilities [to] 5 = Able to teach\/coach\/mentor others in this\ncompetency.<\/li><li>No individual will ever meet your \u201cperfect\u201c picture\nacross all elements.<\/li><li>Keep updating [your sales competency model]! The\nextraordinary skills of today become table stakes tomorrow.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>32 INTERVIEWING AND HIRING<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>We want to design this process with two\nobjectives in mind: Is the candidate a good fit for our organization, and is\nthe candidate likely to perform at the level expected? <\/li><li>You will want to assess the research the candidate\nhas done to prepare for the interview. <ul><li>Did they actually read the materials you\u2019ve sent?\n<\/li><\/ul><ul><li>Have they researched the company on the Web? <\/li><\/ul><ul><li>Have they looked at your customers, markets,\ncompetitors? <\/li><\/ul><ul><li>Have they looked at your business strategies,\nproducts\/solutions, and company performance?<\/li><\/ul><ul><li><em>What\nresearch did they do on the individuals they will be meeting with?<\/em><\/li><\/ul><\/li><li>Sometimes, I\u2019ve startled candidates by simply\nasking them to give me their list of questions<\/li><li>Do they push back and challenge, or do they\nrollover and seek only to please and tell you what they think you want to hear?<\/li><li>HOW DO THEY REACT UNDER PRESSURE OR WHEN\nCONFRONTED WITH A DIFFICULT SITUATION OR DIFFICULT FEEDBACK<\/li><li>Consider having them re-do the role play or\npresentation, so you can see how they may have incorporated the feedback you\nprovided.<\/li><li>I never look at the results of assessments until\nafter the interviews (or at least the initial round) have been completed. This\nway, I can use the results of the assessments to reflect on what we discovered\nin the interview process. Sometimes they help me understand something I saw in\nthe interview process, but couldn\u2019t put my finger on.<\/li><li>When I talk to references, rather than the\nclassic \u201cWhat are their strengths and weaknesses, \u201cI tend to ask about their\nobservations of the candidate in certain situations. I tend to ask, \u201cWhen you\nobserved Amanda in this kind of situation \u2026 How did she handle it?\u201d<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>33 ONBOARDING<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li><em>The average time for a salesperson to get to\nfull productivity is ten months. For more complex products\/solutions it may\ntake more than a year. <\/em><\/li><li>In looking at onboarding, there are a number of\nthings the new salesperson has to learn as soon as possible: <ul><li>The target customers and territory.<\/li><\/ul><ul><li>Your products and solutions.<\/li><\/ul><ul><li>Your sales process, how you engage customers,\nhow you create great customer experiences.<\/li><\/ul><ul><li>Your value proposition, how you create,\ncommunicate and deliver unique value to your customers.<\/li><\/ul><ul><li>What are the sales enablement systems, tools,\nprograms available to help them sell? How to use them? <\/li><\/ul><ul><li>The company and how to get things done within\nthe company. The company strategies, priorities, values, and how it wants to be\nperceived by its customers. What\u2019s the company\u2019s culture, how do you work\ntogether? &nbsp;<\/li><\/ul><ul><li>Your specific expectations of them and their\nperformance. How they will be evaluated? Consequences of poor evaluations?<\/li><\/ul><ul><li>What are the best practices in each area \u2014\nprospecting, deal development, call planning\/execution, territory\/account\nmanagement? How do we get the people started doing the right things in the\nright way from day 1?<\/li><\/ul><ul><li>What happens when they have problems and need\nhelp? Where to they go for answers, how do they get help?<\/li><\/ul><\/li><li>Your customers are concerned about their\nbusiness opportunities and challenges. Helping the new salesperson understand\nthese and how your solutions help the customer address these is critical.<\/li><li>Your sales process represents your best\npractices in finding, qualifying, and engaging customers.<\/li><li>Most importantly, the new salesperson needs to\nknow how to get things done within the company. Where to go to for presales\nsupport, proposing and bidding, pricing and proposals. How do orders get\nentered, what about contracts, credit checks?<\/li><li>If you have the luxury, they should be able to\nspend a few weeks, or more, just learning without having to start calling on\ncustomers at all. If you can, have them shadow a top performer for a week or\ntwo, so they can see how that person works, how he engages the customers, how\nhe gets things done within the organization. You may want to assign the\nsalesperson a pseudo-mentor. This would be a high-performing peer the new\nsalesperson can go to for advice and help during their first 3-6 months.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>34 ATTRITION IS A LEADERSHIP PROBLEM!<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>[Reasons for] voluntary attrition:<ul><li>1. They see no future for themselves in their\ncurrent roles\/organization.<\/li><\/ul><ul><li>2. They see no loyalty from the company to its\nemployees.<\/li><\/ul><ul><li>3. Management has unrealistic expectations<\/li><\/ul><ul><li>4. The company isn\u2019t doing \u201cexciting things.\u201d Being\n\u201cexciting \u201cmeans the company is continuously learning, improving, innovating,\nchanging.<\/li><\/ul><ul><li>5. They aren\u2019t learning anything:<\/li><\/ul><ul><li>6. They can get more money someplace else. This\nis the excuse that\u2019s given far too often.<\/li><\/ul><\/li><li>Train managers on recruiting\/hiring, performance\nmanagement, development planning, coaching, and dealing with problem employees.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>PART FIVE PERFORMANCE MANAGEMENT<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>35 MANAGING AND EVALUATING PERFORMANCE<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>36 SETTING PERFORMANCE EXPECTATIONS<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>We have to look at performance across all\ndimensions of behaviors, attitudes, what their job is, how we expect them to do\nit, and the results we expect.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>37 PERFORMANCE REVIEWS<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>Generally, I like to have the salesperson\npresent their own self-assessment first.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>38 PROBLEM PERFORMANCE<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>Major performance problems are obvious to\neveryone in the organization. Managers are expected to address these problems,\nIf you aren\u2019t, if you are avoiding the issue, you become the problem performer\nyourself.<\/li><li>Addressing poor performance isn\u2019t about the\nperson. It\u2019s simply about their ability to perform as expected in the job.<\/li><li>Bad performance has to be addressed immediately.\nThe first thing to assess is: \u201cWhat\u2019s driving or causing the bad performance?\u201d [Is\nit] lack of knowledge, poor skills, poor execution, not leveraging systems\/processes\nor tools effectively. More complex issues are attitudinal and behavioral issues?<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>39 THE MEASURED MILE<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>If no one believes there can be a successful\noutcome to the performance improvement plan, isn\u2019t everyone better off calling\nit quits upfront?<\/li><li>Don\u2019t focus only on the end goals, but define\nthe interim metrics.<\/li><li>You will have to meet with the salesperson\nweekly to track progress against the goals.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>40 ON TERMINATIONS<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>Finally, perhaps a few days later, conduct a \u201closs\nreview \u201cjust for yourself. Think back on the history. Did you make a bad hiring\ndecision? Did you not see performance problems early enough?<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>PART SIX: TACTICAL BUSINESS MANAGEMENT\u2014MANAGING THE BUSINESS\nWEEK TO WEEK, QUARTER TO QUARTER<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>41 BUSINESS MANAGEMENT IS IMPORTANT: THE DAY-TO-DAY\nBUSINESS OF MANAGING THE SALES TEAM<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>Some of these things include performance\nanalysis, reporting, budget management, compensation\/commission planning,\nworkflow and forecasting.<\/li><li>The moment you find yourself giving up time for\none-on-ones with your people, coaching, developing them, being out in the field\nworking with them and your customers, you are doing the least important part of\nyour job.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>42 IF YOU CAN\u2019T MEASURE IT \u2026<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>It\u2019s important to trace things backwards from\nquota attainment, understanding the key activities that drive the output \u2014\nquota attainment.<\/li><li>4 types of metrics.<ul><li>BUSINESS MANAGEMENT: The classic metrics are\nQuota\/Quota Attainment, Orders, Revenue, Sales, Gross Margin. Sometimes we\nmight see other metrics like market share, growth, customer satisfaction. The\ncommon thing about all of these is they are output or trailing metrics.<\/li><\/ul><ul><li>STRATEGIC:&nbsp;\nAre you investing enough time in selling new products? Are you growing\nyour key accounts? Are you retaining your current customers? How are you doing\nin competitive win backs?<\/li><\/ul><ul><li>OPERATIONAL:&nbsp;\nPipeline metrics represent a great example of a good operational metric.<\/li><\/ul><ul><li>DEVELOPMENTAL:&nbsp;\nDo you have the right composition of your team to make the numbers (skills,\nexperience, capabilities)?<\/li><\/ul><ul><li>Do your people have the right skills, knowledge,\ntools to achieve their goals?<\/li><\/ul><\/li><li>As you think about establishing metrics, you may\nalso want to think of a few other items:&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <ul><li>What behaviors do you want to drive?<\/li><\/ul><ul><li>How do you ensure quality in the achievement of\nthe goals?<\/li><\/ul><ul><li>How will the salesperson \u201cgame \u201cthe metrics?<\/li><\/ul><ul><li>Do they allow you to achieve both your business\nmanagement goals and your long term growth goals for the organization?<\/li><\/ul><\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>43 PERFORMANCE METRICS AND ANALYTICS<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>Pipeline measures:<ul><li>Total qualified deals in the pipeline, deals at\neach stage.<\/li><\/ul><ul><li>Cycle time\/velocity, both through the pipeline\nand from stage to stage.<\/li><\/ul><ul><li>Average deal size\/value.<\/li><\/ul><ul><li>Number of deals progressing from stage to stage\neach month.<\/li><\/ul><ul><li>Win rate, abandonments, losses, no decision made.<\/li><\/ul><ul><li>Stalled deals, slipped deals, deals that keep\nchanging value in the sales cycle.<\/li><\/ul><ul><li>Net new deals added to the pipeline.<\/li><\/ul><ul><li>Deals that have moved to a new stage (a velocity\nmeasure).<\/li><\/ul><ul><li>Pipeline coverage.<\/li><\/ul><\/li><li>ACTIVITY MEASURES<ul><li>Prospecting meetings per week.<\/li><\/ul><ul><li>Number of first calls (telephone calls) per day\nor week (make sure these are actual conversations, not dials \u2014 dials are\nprobably one of the most meaningless numbers around. Any salesperson not\nmeeting your daily dial requirement is just not being creative.).<\/li><\/ul><ul><li>Number of proposals per week or month<\/li><\/ul><ul><li>Number of email campaigns (responses, follow-up,\netc.)<\/li><\/ul><ul><li>Number of demonstrations (I\u2019m not a fan, but\nthis might be relevant).<\/li><\/ul><ul><li>Select social media activities\/engagement (follows,\nlikes, etc. tend to be irrelevant, but there may be some good social engagement\nmetrics.)<\/li><\/ul><\/li><li>OTHER PERFORMANCE MEASURES<ul><li>New customer acquisition<\/li><\/ul><ul><li>Customer retention<\/li><\/ul><ul><li>Product line performance<\/li><\/ul><ul><li>BUDGET\/EXPENSE<\/li><\/ul><ul><li>PEOPLE MEASURES: Voluntary\/Involuntary Attrition;\nRecruiting\/Onboarding Metrics: Employee Satisfaction<\/li><\/ul><ul><li>PRODUCTIVITY ANALYSIS: One of my favorites is\ncalled CPOD (Cost per Order Dollar \u2014 or this could also be Cost for Revenue or\nSales).<\/li><\/ul><\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>44 FORECASTING<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>Most often, the forecast is viewed as \u201cWill we\nget the deal and how certain are we?\u201d But a good forecast has several other\nimportant elements. There is a time element. That is \u201cwill we get the deal when\nwe say we will get the deal.\u201d<\/li><li>The second element is the value\/content of the\ndeal. Again, this tells us, \u201cWe expect the deal will be for these products and\nservices and will be worth this much.\u201d<\/li><li><em>We must base our forecast on actions and\ncommitments the customer makes.<\/em><\/li><li><em>If the salesperson is not absolutely\nconfident in forecasting the deal (winning it, when it will be completed, for\nwhat and how much), then it\u2019s wrong to coerce the salesperson into committing\nsomething to the forecast.<\/em><\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>45 TIME PLANNING<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>Bad time management comes from a couple of\nsources: <ul><li>1. Poor planning and time management by the\nindividual. <\/li><\/ul><ul><li>2. \u201dSystem imposed\u201c time drains.<\/li><\/ul><\/li><li>You need to train your people to have a\ndisciplined approach to managing their time during the day and week. It\u2019s\nuseful in your one-on-ones to review their weekly or even biweekly calendar.<\/li><li>You want them blocking out time for critical\nactivities and meetings.<\/li><li>They should block certain time periods every day\/week\nfor prospecting<\/li><li>Another area that is a huge time drain is post-sales\ncustomer service and problem solving.<\/li><li>You have your greatest impact when your time is\nfocused on working with and developing your people.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>46 COMPENSATION\/COMMISSION\/INCENTIVES<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>Total At-Plan Compensation sets the bar at what\nwe are willing to or can afford to pay people to achieve the expected level of\nsales.<\/li><li>Once Total At-Plan Compensation has been set,\nthen you have to decide how you are going to pay it out.<\/li><li>The variable piece can include commissions,\nbonuses, incentives\/SPiF\u2019s, contests, or other mechanisms.<\/li><li>I like to have some part of the variable\ncompensation reserved for bonuses that can be defined around specific\naccomplishments<\/li><li>Keep your compensation plan as simple as\npossible. You want your people to understand how they get paid. Another reason\nfor keeping it simple is that you have to administer the plan.<\/li><li>Create policies for:<ul><li>Splits<\/li><\/ul><ul><li>Draws (recoverable and non-recoverable,) generally\nused in bringing new people on board.<\/li><\/ul><ul><li>Caps<\/li><\/ul><\/li><li>A little recognition goes a long way! At the\nsame time, there is a danger in over-recognizing everything with everybody,<\/li><li>There are any number of tactical things like\nworkflow management, sales programs, resources planning, training, systems and\ntools, quota planning, territory planning, and others.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>PART SEVEN: SALES ENABLEMENT: EQUIPPING YOUR PEOPLE TO\nSELL<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>47 SALES ENABLEMENT: EFFECTIVENESS AND EFFICIENCY<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>[Sales enablement is defined as] providing tools,\nsystems, processes, training, coaching and development that \u201cenable \u201csalespeople\nto be more effective and efficient.<\/li><li>Effectiveness generally refers to doing the\nright things in the right way. Efficiency looks at how we to do the right\nthings faster. In learning something new, you first learn how to do it very\nslowly. It makes sense focusing on effectiveness first, then look at efficiency.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>48 TRAINING<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>PRODUCT TRAINING should focus on customers, that\nis, it should answer questions:<ul><li>What problems do our products and services solve?<\/li><\/ul><ul><li>Who has those problems \u2014 both what types of\ncompanies, and what job titles within those companies?<\/li><\/ul><ul><li>What causes those problems?<\/li><\/ul><ul><li>How do we capture the customers\u2019 interest and\nget them to consider a new approach?<\/li><\/ul><ul><li>What do customers generally look for when they\nare buying these products? What does their buying cycle look like?<\/li><\/ul><ul><li>How do customers justify these solutions to\ntheir management?<\/li><\/ul><ul><li>What concerns or objections are they likely to\nraise?<\/li><\/ul><\/li><li>SALES SKILLS TRAINING<ul><li>We need to get training that is not so much\ntechnique oriented, but that helps the person think about the situation \u2014\nwhether a deal, a negotiation, a sales call, an account. We need give them\nskills to analyze, develop plans, and execute those plans.<\/li><\/ul><ul><li>Do not invest in any sales skills training\nwithout a reinforcement plan build into the offering.<\/li><\/ul><\/li><li>MARKET TRAINING\/BUSINESS ACUMEN<\/li><li>CHANGE MANAGEMENT\/PROJECT MANAGEMENT<\/li><li>CRITICAL THINKING AND PROBLEM SOLVING<\/li><li>As a team you should adopt an \u201cAlways Be\nLearning \u201capproach.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>49 PROCESSES<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>The sales process is about deals or\nopportunities. The sales process is the series of steps and activities your\nteam undertakes to help move the customer through their buying process.<\/li><li>The sales process is based on your\norganization\u2019s best practice at winning deals.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>50 SYSTEMS AND TOOLS<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>Implemented incorrectly, sales tools can be huge\nproductivity and money drains.<\/li><li>The key question in CRM or any other tool, is: \u201cHow\ndoes it improve the efficiency or effectiveness of the salespeople?\u201d<\/li><li>In implementing the tools, let the salespeople\ndefine the implementation process. Make sure they are engaged and getting great\nvalue.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>51 SALES TOOLS: THE NUTS AND BOLTS<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>52 CONTENT AND COLLATERAL MATERIALS<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>PART EIGHT: TERM SALES MANAGEMENT ISSUES<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>53 STRATEGIES FOR THE OVERALL SALES ORGANIZATION<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>54 ENTERPRISE STRATEGY<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>55 CUSTOMER CENTRICITY<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>56 SALES AND THE REST OF THE COMPANY<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>57 WHAT\u2019S OUR GO-TO-CUSTOMER STRATEGY?<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>58 MARKET ECOSYSTEM<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>59 TALENT AND CULTURE<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>Peter Drucker was quoted as saying, \u201cCulture\nEats Strategy for Breakfast.\u201d I\u2019d add, \u201cTalent Finishes It Off at Lunch.\u201d<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>60 CONTINUOUS LEARNING AND CONTINUOUS IMPROVEMENT<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>PART NINE: YOUR FUTURE AS A SALES MANAGER\u2014AND BEYOND<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>61 YOU AND YOUR FUTURE<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>62 MANAGING YOUR MANAGER<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>Your manager needs to invest time in coaching\nyou.<\/li><li>Being a team player isn\u2019t about blind compliance.\nIn fact, it\u2019s the opposite; it\u2019s challenging each person on the team to stretch\nfurther.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>63 WHEN THINGS GO WRONG<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>FIND PROBLEMS WHEN THEY ARE SMALL. The biggest\nmistake I see managers making is depending too much on trailing metrics.<\/li><li>SOMETIMES A LOT OF DIFFERENT PROBLEMS ARE\nACTUALLY RELATED TO ONE UNDERLYING PROBLEM<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>64 POWER IS NOT WHAT YOU THINK IT IS<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>65 WHERE DID THE TIME GO? MANAGING YOUR OWN PERFORMANCE\nAND DEVELOPMENT<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>You are only successful if your people are.<\/li><li>Be vicious about your time. Protect it, don\u2019t\ngive it up without very good reason. Your priority is time spent with your\npeople. For all other meetings, insist on clear agendas before putting a\nmeeting on your schedule.<\/li><li>THREE THINGS THAT MUST BE ON YOUR CALENDAR<ul><li>1. Keep at least 15 % of your daily agenda\nunscheduled.<\/li><\/ul><ul><li>2. Schedule \u201cthink time.\u201d<\/li><\/ul><ul><li>3. Schedule exercise time every day.<\/li><\/ul><\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>66 WHAT MAKES YOU A GREAT LEADER AND MANAGER?<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>Will your people still seek you out for your\ncoaching and advice 10, 15, 20 years later?<\/li><\/ul>\n<\/div>","protected":false},"excerpt":{"rendered":"<p>Sales Manager Survival Guide: Lessons from Sales&#8217; Front-lines by David Brock INTRODUCTION Front-line sales management is the point where we translate strategies, ideas, programs into tactical day to day execution. PART ONE THE NEW SALES MANAGER 1 SO NOW YOU ARE A NEW SALES MANAGER. 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PART ONE THE NEW SALES MANAGER 1 SO NOW YOU ARE A NEW SALES MANAGER. 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