Categories: Company Alignment | Sales Productivity | Sales Kickoff
As we start the new year, many of us are also launched into SKO season. As a revenue leader, you've invested budget, time and resources into this event - with the assumption that you will see ROI in terms of your strategic revenue goals. Your goal may be to improve upon last year's performance by training up new or underperforming members of the sales team and communicating expectations.
The sales kickoff is a prime opportunity to build momentum, right the course and chart the path towards increased sales productivity and revenue. In order to achieve desired levels of growth and productivity, leaders must ensure that their presentation addresses the needs of every member of their sales team.
It can be easy to expect that top performers are already on our wavelength and need the least attention during these presentations. However, especially after a trying year of economic obstacles and hard-won deals, these A-players are analyzing their options for the upcoming year. As you prepare your sales kickoff (SKO) presentation, here are additional perspectives to consider.
The Future of Your Top Performers
In many companies, the top performers are considering jumping ship at the start of a new year. It's been a long year, full of complex negotiations due to strict budgets and increased scrutiny from customers. They've likely worked overtime and called in favors to get deals in by quarter's end and save the forecast. They may have drained the pond in Q4 and are wondering if they can do it again. They feel they've been saddled with the burden of carrying the team to make up for lower performing members. These sellers are looking at your SKO presentation as a sales pitch for how you'll have their back in the upcoming year.
Don't make them draw their own assumptions and conclusions about their future at your company. Use your SKO as an opportunity to give them clarity on what the path forward looks like. Let them know that their efforts don't go unnoticed, and lay out a game plan for the support they'll have in the upcoming year.
In your presentation, it's critical to communicate that you understand what reps and managers face daily and how they plan to enable them to be more successful. Clearly define how your organization plans to do the following:
- Help them grow
- Get them closer to the right buyers so they can win with decision-makers
- Give them the tools to close larger deals by having business conversations
- Utilize what the marketplace, particularly your customers, are telling you about their challenges and what they'd like to see from your solution
John Kaplan and John McMahon had some critical insights on this in their podcast conversation about what the best SKOs do:
Your top performers want to know how the company is going to help them win more than they did last year. Here are five things you want to make sure are clearly articulated in your sales kickoff presentation:
Purpose: What is the mission of this company? Purpose answers the “WHAT” question. What is the purpose of our team? Every team is driven by something. Hopefully this is something your top performers have heard before, but it's important to demonstrate how what you're doing next aligns with this purpose.
Passion: Passion answers the “WHY” question. Why do I believe in the purpose? Passion is the evidence of purpose. When you demonstrate that you are personally invested in your team's success, you have a much better chance of motivating them and getting buy-in.
Vision: What does the purpose look like in the future? Vision answers the “WHERE” question. Where will this purpose lead me in the future? Is it worth the journey? Just as you ask your sellers to provide customers with a vision, you need to sell them on working for your organization.
Strategy: Strategy answers the “HOW” question. How will we fulfill our purpose? How will we accomplish our vision? Let them know that you have a road map to get there and won't just burden them with objectives.
Skills: Skills answer the “WHICH” question. Which skills are required to execute the strategy? How will you support the continuous growth and implementation of these skills?
You may think that A-players' success with your organization is a reason for them to stay, but the reason these are top performers is because they're hungry for growth and ready to get to the next level. So, the real question is why should they stay? Make sure you have the answer.
Make More of Your Team Into Top Performers
Talent is one of your biggest assets and investments on the road to achieving your strategic revenue goals. Establishing an elite onboarding and talent process will help you consistently attract, retain and develop top performers. Provide the support that your top performers need to grow and the process that your middle performers need to become consistent winners. JR Butler, CEO and Founder of recruiting firm Shift Group, joined Force Management Co-Founder John Kaplan to discuss how leaders can support their teams to increase overall productivity and decrease ramp-up time for new hires. Listen to the conversation.
