Categories: Adoption and Reinforcement | Sales Productivity
As a sales leader, you’re responsible for ushering your sales organization through different seasons of growth. On the journey, you’ll probably sort through a myriad of changing people, processes, tools and content. Along the way you’ll work hard to identify and leverage what’s working and change what isn’t.
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Categories: Front-line Managers
This blog contains content from Chapter 1 of our eBook - Coaching the Coaches: Five Lessons for Training Front-Line Sales Managers. Start from the beginning here. "Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.” – Jack Welch There’s no harder job in an organization than front-line sales manager, and that’s saying a lot, because there are a lot of hard jobs. In most sales organizations, great performance as a rock star seller correlates with future promotion to a sales management position. But unfortunately, here's how that scenario often plays out in sales.
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Categories: Front-line Managers
This blog contains content from Chapter 2 of our eBook - Coaching the Coaches: Five Lessons for Training Front-Line Sales Managers. Start from the beginning here. “Train people well enough so they can leave, treat them well enough so they don't want to.” – Richard Branson The average tenure for a front-line sales manager is 18 - 24 months. Sales managers might have been rock star sellers, but leading is a whole different ballgame. Sales managers are not necessarily natural born leaders. They become leaders. Not by accident or luck, and not because they were good sellers.
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Categories: Front-line Managers
This blog contains content from Chapter 4 of our eBook - Coaching the Coaches: Five Lessons for Training Front-Line Sales Managers. Start from the beginning here. “Someone is sitting in the shade today, because someone planted a tree a long time ago.” – Warren Buffett Great sales managers understand the difference between their number one goal and their number one job. While their number one goal may be to make the revenue number, their number one job is to develop people. To truly develop a team of people, managers have to be great at performing four distinct elements of a sales management role:
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Categories: Front-line Managers
This blog contains content from Chapter 5 of our eBook - Coaching the Coaches: Five Lessons for Training Front-Line Sales Managers. Start from the beginning here. “You can’t manage what you can’t measure.” – Peter Drucker You know you need to better train and support your sales managers, so you’ve put some key elements in place. You’ve defined your management operating rhythm, so your sales managers know what is expected of them and their teams. They understand a defined sales cadence that directs who should do what and when. Your sales leaders have invested time and energy into being coaches, role models and leaders of leaders. Your sales managers feel supported and equipped to do their jobs.
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Categories: Sales Enablement Technology | Sales Transformation
This blog contains content from Chapter 1 of our eBook - Taking Command: How On-Demand Technology Drives Adoption of Sales Methodologies. Read the entire eBook here. Deploying a high-tech, digitally enabled sales engagement management system will allow your teams to learn, practice and master concepts wherever they are, whenever it works for them. That’s what will drive rapid, consistent adoption of sales methods across your entire team, no matter how large or spread out.
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