As a sales manager, the ability to coach your reps is the most predictive element of your success. The type of environment surrounding these coaching sessions is the difference between their helpfulness and their uselessness.
The 3 most important qualities for a good sales coach are :
1. The ability to listen ;
2. The ability to keep from interfering ;
3. The ability to build positive relationships with their reps.
Though quite a few sales compensation models exist, the three most commonly used ones are:
An informed leader will consider industry, growth, and risk as factors which will influence which model they choose.
As a sales manager, your daily concern is probably to make your team better, improve sales and increase overall performance. It's a huge responsibility that requires considerable work sustained by strong coaching, motivational skills, as well as holding your representatives accountable.
Unfortunately, it's possible that your efforts may not be as successful as you'd like. One reason sales managers don't thrive as much as they'd like is their limiting beliefs. Some are related to sales, but others are strictly related to sales management.
Here are 4 beliefs that can hinder your effectiveness when managing your sales team.
Sales and marketing have changed since 2008. Historically the two departments worked in silos; today it's more important than ever that they work together as a team.
Organizations are sometimes reluctant to use their marketing team to help the sales team work more effectively. Maybe they aren't convinced, or they don't know where to start. However, it's unmistakable that marketing contributes to sales success by informing and reassuring potential customers. In doing so, it actively lowers prospect resistance and reduces their objections.
As with sales representatives, the compensation plan of a Sales VP is subject to several criteria. A mixture of the following factors are important to create a profitable and motivating compensation plan:
In many companies, I find sales managers don't role-play enough during coaching sessions with their reps.
One reason is that managers neglect the development of their salespeople and underinvest in the training of their sales force. On the other hand, managers are often poorly trained themselves and don't understand when and how to role-play. Above all, they don't understand its benefits.
In this article, I'll explain 4 situations where role-playing is particularly useful.
Do you know how to use LinkedIn Sales Navigator to prospect?
For a long time, like you, I used to cold call to reach decision-makers like vice-presidents and CEOs. As you know, these people are tough to get on the phone so it requires considerable effort and produces very mixed results.
To drastically increase my chances of getting in touch with them, I needed a solution. Linkedin' Sales Navigator has been my tool of choice since 2015. It's used not only to target and communicate with prospects but also to get real appointments.
When and why is it appropriate to modify a sales compensation plan? A yearly review of your employees’ motivation level and an analysis of your turnover should provide a clear response to this question.
Here’s 4 important things to consider before modifying your compensation plan:
All representatives should constantly pursue a common goal: to become a better salesperson. Whether your sales career is well underway or not, several resources are available for you to continuously develop your potential.
In a previous article, I explained to you what a good salesperson is. Now, let’s look at the 6 best ways to achieve this, as well as 2 traps to avoid.