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.
Sales management isn’t easy and most sales managers don’t have the necessary skills.
Managing a team of salespeople with a unique sales DNA and competencies makes it difficult to handle. Yet, sales managers are critical for the success of a sales department.
Sales leaders need to identify sales managers who can increase sales by executing their responsibilities as sales managers.
To improve the team’s sales development, a sales manager must first understand the crucial importance of team meetings and coaching and then, dedicate more than 50% of their time to these activities. Depending on the objective of the meeting, coaching can be practiced through various approaches: pre-meeting strategy, post-meeting briefing, funnel review, or even group coaching.
Though co-development is practiced as a group, it differentiates itself from coaching insofar as the knowledge doesn’t pass from the master to the pupil, but rather between each member of the group.