As we have often discussed, sales managers have 4 main roles in the day-to-day management of their sales team. This involves coaching, which should represent 50% of their work, holding their reps accountable, motivating them and ensuring the recruitment of the best talent.
Among these essential responsibilities, accountabilty is generally the one that causes the greatest discomfort for many managers who fear resistance or even their sales representatives quiting. However, a lack of control over your team can have significant consequences on the achievement of sales goals and on the performance of the organization as a whole.
Since the notion of accountability is still poorly perceived today, I share with you 3 common management errors and how to ensure better control over the discipline and performance of your best players.
As a sales manager, you have a key role to play in the success of sales training initiatives for your team. Indeed, you must make sure that your team puts into practice what they have learned from their sales training. In general, I have noticed that sales managers don't usually seem to know what to do after the training and have difficulty applying the various learnings.
Only 13% of the information is retained by the participant during a training session. To ensure that you are properly equipped to increase retention, you must commit to participating in the multiple sales trainings that your team attends. Now that all trainings are given virtually, the challenges of knowledge retention are even greater.
With the Covid-19 crisis, training has become more critical than ever before, because skill gaps are more visible and have a broader impact on business.
These 5 elements will help you reinforce your team's learning so that maximum information can be applied following a training session. This will help you get a return on your investment.
Dear readers, we are thankful for the interest you have shown towards the articles we have published during the year. The team at Prima Resource hopes that these articles have been useful to you, whether you are a business leader, entrepreneur, sales manager or sales representative.
Some articles have sparked more curiosity and we have compiled them for you to discover them or to rediscover them a second time.
When business leaders implement a transformation program for their sales force, they inevitably encounter resistance within their organization.
First of all, a certain amount of resistance to change from the sales team is a common occurrence. However, if they are closely monitored and held accountable for their actions, this resistance should disappear after a few weeks.
Sales managers have huge responsibilities towards their sales team. One of them is coaching.
Just like your sales rep, your sales managers are in need of coaching. So, who’s responsible for coaching sales managers ? This is an important question.
Either the sales VP or the President will coach the sales managers. However, if in some case the VP is unavailable, or the owner finds themselves incapable of coaching, then the best option is hiring an external resource.
Coaching is one of the sales manager’s most important roles, making it an activity which they must spend a good amount of time doing.
The most common mistakes made by sales managers during their coaching sessions can effectively be summarized by this : confusing sales coaching with sales training.
While training remains vital to your team’s success, it’s important to understand that the process, as well as the techniques, are different than the ones used during effective coaching sessions.
After reading the “ State of Inbound 2018 ” report, I was struck by the data it revealed concerning companies’ top sales priorities. The statistics have proven that there’s a global problem in defining sales priorities.
The report, which compiles the responses of over 6,200 leaders from around the world, states that the leading priority in all geographical areas is closing more deals ; followed by improving the efficiency of the sales funnel. On these two priorities, leaders from around the world are unanimous.
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.
Hiring or promoting a new sales manager or reviewing a current one? Ultimately, every sales leader needs to answer 12 fundamental questions.
The roles and responsibilities of a sales manager are quite different from those of a salesperson. It’s a difficult position, and the data reveals that most sales managers are poorly equipped to handle the job.