6 Signs Your Sales Managers are Under-Trained

Deepti Sundareshan on January 9, 2018

sales-managers-are-under-trained_500x500Research by the Sales Management Association has found that

41% of companies have no budget

to train their sales managers, and half of those that do have a training budget don’t offer any specific training to help them manage or lead a sales team. Yet sales managers are charged with the challenging task of motivating and leading their team to bring home the bacon.

The role of a sales manager is quite broad, so you can’t just look at their team’s quota to determine if they’re doing a good job. Here are six signs that may indicate that your sales managers are in dire need of some specific training.
1. They manage instead of leading

Many sales manager are promoted through the ranks, and while they may have been impressive salespeople, that doesn’t mean they know how to lead a team. Just like sales skills, leadership skills need to be learned either through experience or with specific training. Without these skills, many sales managers may naturally revert back to where they feel most comfortable.

This can manifest itself in several ways. Some may prefer to take over a deal and do the selling themselves. Others might spend all their time on their A players or C players, and leave the majority of their team floundering with no direction.
2. They see everything (or nothing) as a priority

You can’t do everything, that’s a simple fact of life, but it is something that a manager has to learn. Sales managers need to be able to differentiate between the tasks that are urgent and important and those that are not and prioritize them appropriately. The importance they place on particular tasks will be reflected in their team, which will rapidly magnify them. As leaders, sales managers must set the priorities for their team so they know where to spend their time.

Coaching is a classic example of something that is often overlooked even though it should be a priority on a sales managers to-do list. If a sales manager doesn’t know how to coach effectively they may de-prioritize it in favor of something they’re more comfortable with. So if some important things aren’t being prioritized, perhaps look into whether your sales manager has the skills to lead or coach their team effectively.
3. They can’t see beyond the horizon

It’s easy to get distracted fighting fires each day, but sales managers need to find the time to look beyond their immediate priorities and plan for the future. Developing a long-term strategy can be daunting even for experienced managers. It takes time, planning and discipline to develop a strategy that is clear, consistent and can be monitored. Without this, managers may find themselves directing their team aimlessly or, worse still, going around in circles. When you’re leading a team, this kind of ambling is inevitably reflected in how the team behaves – they have no purpose or direction.

If your sales manager can’t articulate exactly what they want their team to focus on in the next three, six or 12 months then they may need some help putting together a strategy that provides their team with clear direction and guides them on how to achieve it.
4. They don’t know how to identify performance issues in their team

Numbers, quotas and KPIs only tell part of the story when it comes to why someone is performing under par. Sales managers need to draw on a range of information and experience to really understand where their team’s skill gaps may be. Once an issue is diagnosed, the sales manager then needs to determine the best way to address the issue.

This can be quite challenging, particularly when some issues aren’t readily solved by training initiatives. For example, if a rep lacks motivation there may be many soft issues that need to be addressed to get their performance back on track – perhaps a good rep feels like they’re being underutilized. An experienced sales manager might bring them into the fold to help motivate other reps, but a less-experienced sales manager may not be able to identify and resolve these performance issues or tackle them in a way that is less than effective.
5. They let the loudest team members dictate the direction

The squeakiest wheel may get the oil but it isn’t always the one that needs the most attention and it’s the same when it comes to sales teams. Just because one person is complaining the loudest, it doesn’t necessarily mean that their issue is the direst or in need of attention. This is an issue that inexperienced sales managers may face the most, particularly if they’re lacking confidence. This can result in potential inequities in their team, misdirection of their energy or even alienate some team members.

Sales managers need to develop their softer skills so that they can manage different personalities effectively. These skills take a long time to develop unless specific training is provided.
6. They lack consistency

It’s not unusual for sales managers to develop their own processes and approach, but this lack of consistency, particularly in larger organizations can quickly become problematic. Sales managers need to be open to learning new things so they can all speak the same language, leverage the same information and embed consistency amongst their teams. This ensures that customer interactions are consistent, the messaging they hear is the same and also ensures that each sales team is on a level playing field.

From an organizational perspective, consistency enables sales teams to be compared accurately and reduces the possibility of confusion. But without sufficient training and guidance, it is almost impossible to achieve consistency across the entire sales organization. The best way to achieve this is for one area to have responsibility for ensuring processes, training, and the information is rolled out and monitored across the entire organization.

[Podcast] Glen Lally on the Future of Sales Enablement for Large Organizations: Episode 23

Shrimithran R on October 15, 2017

In this 14 minute

podcast Glen will outline:

  • How to achieve cross-functional alignment for your sales enablement initiatives
  • What to look for when evaluating sales enablement technology
  • How bot technology will transform sales enablement in the future

To download or subscribe to the Sales Excellence podcast login to

Soundcloud

,

Stitcher

,

iTunes

or find it

here

.

Sales enablement means different things to different people. Some think of it as training and knowledge while others view it as being about developing sales capabilities or improving the overall effectiveness of their deals.

“My northern star when it comes to sales enablement is how do I enable people to transform an organization, to transform faster and better than they did before,”

states Glen Lally, Global Vice President of Enablement and Innovation for SAP.

“SAP is a large organization with 90,000 people, so we have multiple lines of business and each line of business has their own enablement function. It’s important to work cross-functionally with sales operations, with marketing, with the sales organization and put the field at the center of what you do. Understand what’s working and what’s not for them, and be that cross-functional partner that can bring all of these different pieces together to be successful,”

explains Glen.

“Netflix summed it up well by saying you need to be tightly aligned and loosely coupled.”

This, coupled with a growing sales stack, are some of the biggest challenges facing sales enablement leaders in large organizations when trying to enable their sales teams effectively.

Striking a Balance between Proactive and In the Field Sales Coaching

Shankar Ganapathy on September 25, 2017

proactive-in-the-field-sales-coachingMarathon runners don’t go out on the field and keep running until they get an injury. They work with their coach to put in place a plan that makes them strong and keeps their muscles supple. All those hours in the gym and time spent with trainers is helping them to increase their chance of winning and reduce their chance of injury. This ensures they’re not worrying about it when they’re racing towards the finish line. But when they’re in the race they still need refreshments to keep them going and performing their best.

They need both proactive coaching and refreshments in the field.

It’s no different for sales reps. They need proactive sales coaching to help build and improve their sales skills for long-term benefit. But they also need on-the-field coaching so they’re refreshed and ready for their next customer meeting.

The benefits of sales coaching are well established, but coaching is often misunderstood.

While coaching on the pipeline and tactical sales activities is important, reps need more to be successful. They need a proactive approach that reinforces behaviors. And they need a cadence to this, it’s not enough to rely on coaching sessions at QBRs or sales kickoffs. That’s why managers and sales enablement teams need to find the right balance between the two.

Too little proactive coaching and your reps will be unprepared for the field. Not enough in-the-field coaching and they might find themselves struggling to close deals.

Proactive sales coaching is about prevention

Proactive coaching is about honing your rep’s skills, building their knowledge and ensuring they understand and can articulate the messaging. It focuses on product knowledge, competitive insights, and industry information.

Now I can hear sales managers starting to gasp. After all, you’ve got a lot on your plate – helping out with demos and objection handling – but your role as a sales manager is much bigger than that.

That’s why best practice sales organizations have a structured coaching program. It provides a framework to coach consistently and ensures reps are up to date and trained in the areas they need the most regularly. By leveraging technology, your reps can handle part of the process themselves. They can practice a demo and allow you to give them feedback without having to be in the same room.

If you are in a hyper-growth industry this type of coaching may occur quarterly, or even more frequently.

In-the-field coaching is about reinforcement

Traditionally, most managers have focused on in-the-field coaching. You sit through a meeting with a sales rep and, in the car ride back to the office, give them feedback and coach them on how they could improve their performance. This is trigger based coaching – you saw something that needed to be coached and reacted.

While this kind of tactical coaching has its place, it isn’t strategic. For in-the-field coaching to be strategic it requires managers to have the ability to step back and look at the bigger picture. What are your reps doing well and where do they need to improve?

For example, if a rep is struggling in three stages – demo, competitive objections and closing – how do you approach all three? This requires a structured approach – show, observe and remediate. You need to show them how to do their demo. This must be coupled with regular, on-field observation so you can monitor how they are performing. Then finally it requires remediation at each specific stage, not just a broad brush approach.

Their coaching strategy also needs to be aligned with the broader business objectives and identify what ongoing issues their individual team members need to have reinforced. This then sets the foundations of what to coach on.

To achieve this, the proactive coaching must be specific and well-structured.

Data holds the key to coaching

Traditionally, managers have had access to lagging indicators to help them identify what to coach on. But by the time you can see your win rates declining, it’s already too late to stop the losses from happening.

To stay ahead of the game, managers need to leverage data to identify what their reps need to be coached on and identify their gaps. This is important for both proactive coaching and structuring in-the-field coaching. That’s where data analytics comes in.

Thanks to the advent of sales readiness and enablement technology you now have access to a wide range of data that can help you identify where your reps might be struggling or where their knowledge or skill gaps are.

Structured coaching on baseline knowledge, new product updates and message articulation can be performed when it is convenient for reps using sales readiness technology like Mindtickle. Coaching is accessible anywhere and reps can complete role plays when it suits them. Feedback can be provided instantly, or reviewed by the rep when they have time.

Certifications and quizzes give managers information about who is up to speed and what areas your individual reps may require additional training or coaching on. When integrated with your SalesForce CRM you can also conduct analysis based on role, region, cohort, whatever way you want.

This data can also be used for in-the-field training. Analyze how your best reps use their sales readiness technology before meeting a prospect. This information can then be used to identify how to coach your B and C players before their next big meeting. Leverage quizzes to identify areas where your reps need to have their knowledge reinforced. When combined with structured activities, like specific objection handling exercises, managers can provide valuable in-the-field coaching based on what reps actually need, rather than their own intuition or observation.

With the power of data at your fingertips, you can make a fundamental shift in how you coach your reps, build their sales skills and resolving immediate issues. Rather than solving a problem once it’s come to your attention, you can proactively nip issues in the bud.

So rather than waiting to find out where your reps weak spots are, leverage tools that help you prevent issues becoming injuries that leave your sales reps sitting on the bench.

In Conversation with Nancy Maluso

Shankar Ganapathy on July 24, 2017

This post is based on a webinar with Nancy Maluso, Research Director for SiriusDecisions. You can listen to the entire webinar here.
SiriusDecisions empowers marketing, sales, and product professionals to make better decisions, execute with precision and accelerate growth. Nancy Maluso has built and managed successful teams in the technology industry and now brings her passion for improving sales productivity to her research at SiriusDecision.
“Coaching is something that I love. It’s something that actually moves the needle and helps people perform better,” exclaims Maluso. “According to Wikipedia, the know it all of all things Internet, coaching is a form of development in which a person called the coach supports a learner or client in achieving a specific personal or professional goal by providing training, advice, and guidance.”
Coaching has been proven to work and sales reps find it valuable. “When we asked high performers where they see value in coaching they said, for example, that on deal collaboration and navigating internal resources coaching was extremely important to their job performance,” says Maluso. “Yet, overall, 22% of reps don’t receive any coaching and only 36% of sales reps actually made quota. The average turnover of B2B sales professionals is about 32% annually, meaning 3 out of 10 territories are left uncovered. And when we surveyed top sales leaders we found that 7 out of the 10 inhibitors to growth have to do with sales skills.”
There is clearly a disconnect. If sales coaching is so valuable to reps’ performance, why aren’t more reps being coached? According to Maluso, for a coaching program to be successful, it must include four critical factors. “First, coaching is an individual game. It’s based on the needs of the individual. We have to have some way of knowing what someone needs in terms of coaching.
The second is a competency map. What skills, knowledge, process, expertise, and tools does an individual sales rep have to have to be good at their job? Thirdly, we need insight, both data, and observations, that allow us to know what the individual needs to be coached on. Effective coaching programs are prescriptive, proactive and persistent. We found that if we don’t provide sales managers and sales leaders with a process and a program combined with some tools to help augment the coaching effort, it typically doesn’t happen.
Finally, there need to be actions that the individual is going to take to make a difference.” When all of these factors are in place sales coaching will be most effective. But successful coaching requires more than just a process.
“From a cultural perspective, we want the program to be constructive, not punitive. Part of that is asking reps to identify and self-correct wherever possible. To have the coach support their sales effort persistently through every stage. It’s not just at the end of a win/loss review for example. It’s before they go to have a conversation with the client; it’s not punitive, it’s supportive,” explains Maluso.
Coaching is also a continuous process, it has no defined endpoint. “If a rep has mastered what they need to do with their job, coaching should continue to help develop them for the thing they want to achieve next. Whether it’s leadership roles or specialization, coaching should continue to support that rep,” suggests Maluso.
Persistence is another important quality in an effective sales coaching program according to Maluso.
“We’ve had clients say to us, “Well I do coaching every quarter. I do it at the quarterly business review.” That’s not coaching. it’s persistent and it’s proactive, and it’s always on,” she explains. To create a program that is persistent and proactive you have to have insights. That’s where the competency map comes in.
“It defines what reps need to be able to do. Then it’s looking at metrics that say, “Are they doing that?” Hopefully, your tools track activities that reps undertake so you can see if they are they making the right number of calls. Are they having the right number of customer engagements? Doing the right number of demos?” she suggests.
Useful information can be gleaned from lagging indicators like your sales funnel or win/loss ratios.
“For example, if the funnel is fat in the middle, but narrow at the top and narrow at the bottom, it might indicate a few things,” she says. “Metrics don’t tell you precisely what’s wrong, they give you indicators. Just like if you hit a golf shot and it goes to the right, a good golf coach will have a sense of why that might be. But until they inspect your actual swing, they’re not going to know specifically what’s wrong with your particular mechanics. The same is true with the sales rep. The dashboard gives indicators, things to probe on. If the funnel’s fat, we might look at, well, are they having trouble with solution design? Maybe they’re not engaging their sales engineer properly. Perhaps they don’t know how to use the CPQ tool. Only by observing them in their work will you know or sure.”
To really understand what’s going on insights have to meet with reality. Data provides one view, but it’s not until you observe what a rep is doing on a regular basis that you can identify how to effectively make a difference. “Managers aren’t observing reps to be Big Brother. It’s about understanding what the rep needs,” she explains.
Observing reps so that you can coach them and make a real difference to their performance requires cadence. That’s where the right tools are so crucial. “Processes and tools can help us make coaching a regular part of weekly one-on-one calls, a regular part of prep before customer calls. Coaching can also be done in groups, talking about individual needs so others can learn. It can be done in a lot of different ways, and processes and tools help us automate some of that process. Bring forward the insights and link them to potential tools that can help us support the rep,” suggests Maluso.
“In my example of the fat funnel, let’s say on observation the manager realizes that they don’t really do enough qualifying questions up front so they’re not able to design a solution effectively, and so things get stuck in the middle. Well by observing that the coaching tool can provide a discovery list of questions that can help in solution design, or a video of a rep who’s showing and demonstrating how to do this well or a role play that they can practice to help them get better. Those are the kinds of tools you can provide to managers so that they can coach more effectively,” she continues.
Good coaching programs are also prescriptive and link actions to outcomes.“They are very specific about what needs to be done. What the rep needs to do is understand what actions they need to take that are different. They need to practice those actions and establish a pattern where the action results in impact. Linking what they’re doing or practicing with the outcome you’re looking for is absolutely critical. You want to record in your tool or within your process exactly what coaching is going on and what we’ve asked of the reps or we’ve asked of ourselves as coaches to help them,” she explains.
One final tip from Maluso is to look at data holistically.“Look for patterns. We might see that all reps are having trouble with discovery; not just yours. We can then go back to product marketing and work with them to develop the right tools and maybe a training webinar on how to do effective discovery,” she suggests. By creating a coaching program that is prescriptive, proactive and persistent you can create a culture of support. This puts the development of your reps front and center, where it should be.

Sales Disrupted: A Framework to Deal with Disruptive Forces

Shankar Ganapathy on July 4, 2017

We live in an age of constant change. An age where disruption is the new normal. But there are some events that can jolt your sales organization into a new phase instantly. And in an instant, you have to rethink your approach and adapt.
Sales-Disrupted

The disruptions that impact our customer’s most often include:

  • Mergers and acquisitions
  • Preparing to IPO and beyond
  • A surprise new competitor
  • Regulatory changes that impact how you sell

Perhaps your business has been part of a merger or acquisition or is preparing to IPO, a new competitor strategy has taken you by surprise, or a regulatory change has completely changed how you can sell. These significant events can take the

sales readiness of your sales organization

back a step or two and it can take you weeks, months or even years to recover and adapt. But that doesn’t mean you need to recreate the wheel every single time. By following or framework you can identify how your business needs to adapt and get back on track quicker.

A framework for enabling sales disrupted

The key to recovering from a sales disruption is to be agile. Your reps need to be enabled so they can pick themselves up and get back out there quickly.  But speed alone isn’t enough if your reps aren’t prepared with the right things to get them back on track.

Before reacting, take a step back and look at

what parts of your business

the disruption is impacting:

  • Resources: Do you have the right resources to take your business forward? This isn’t just about having enough salespeople, but also consider whether they’re all up to standard. Perhaps you need more support resources or different tools to help your sales organization be agiler.
  • Processes: Do your processes meet the needs of your sales organization now? Your processes need to be agile enough to adapt or at least be reviewed when a disruptive change occurs. It’s also important to look beyond your sales processes and to any other business process that may be impacted like customer success or logistics to ensure that they also meet the needs of your new world order. The more stable and adaptable your processes are, the easier it will be for your business to react quickly to disruption.
  • Values: Your corporate values flow through your entire organization, but how are they applied to your sales organization. Your sales reps need to have some autonomy to apply your values, but these need to first be communicated well so they are applied correctly. This can filter down to the type of business you wish to attract or how your reps react when faced with stiff price competition. Agile businesses empower their employees to act within their values.

Taking this approach one level down, you can then establish an enablement framework that considers the three areas where your reps may need support; Knowledge and Messaging, Sales Skills, and Execution Discipline.

Here are some questions you can ask yourself to help identify what enablement initiatives need to be in place.
Knowledge-and-messaging

What initiatives your sales organization needs the most will depend on what has caused the disruption to your business. For example:
Disruption #1: Mergers & Acquisitions:

 The core objective here is to retain customers and maintain momentum through a period of internal change. Often knowledge and messaging is the most crucial focus area for enablement activities as reps require regular communication and the value proposition may need to be rebaselined.
Disruption #2: IPO:

 As you prepare for IPO execution discipline is key, ensuring you have all your processes in place. Post-IPO this may shift to knowledge and messaging as communication becomes more important and the business’ messaging changes.
Disruption #3: Surprise competitor:

 Knowledge and messaging are critical when going into battle with a new competitor. YYour value proposition needs to be sharp and your reps will need to be up-to-date with the competitive landscape and offerings.
Disruption #4: Regulatory changes:

– While knowledge and messaging is important, depending on the regulatory change, it may impact the sales process and the skills your reps require.

Put a plan in place

To drive your enablement program put in place milestones and a process to achieve these. For example, if you want to develop a consistent message across the organization, what’s the message? How will you communicate this? How will you know that it has been a success? Who will need to be involved in the process?

This plan will map not only what needs to be done, but also which stakeholders will be involved in each step and what other tools you need to achieve it.

Measure, measure, measure

Once you know what areas require focus you can then consider what insights you require. The closer you are able to monitor your reps progress, the quicker you will be able to identify any gaps in their knowledge or skills and plug them. This will keep any revenue leakage from the disruption to a minimum.

By focusing in on leading indicators of

 sales effectiveness and efficiency

, rather than lagging indicators, the more control you will have over your revenue. For example, if your value proposition has changed then reviewing your reps’ elevator pitch will be important. Role plays can be used to provide coaching and feedback and certifications provide a mechanism to measure how prepared reps are for their customer conversations.

Dealing with disruption is never easy. Knee-jerk reactions are common, but they rarely have the desired effect. By following a structured approach you can ensure your sales reps are enabled to deal with the disruption quickly and confidently. Who knows, it may even put you in the position to outsmart the disruptive force.

Transforming from Sales Manager 2.0 to Sales Manager 3.0 and Beyond

Shankar Ganapathy on June 29, 2017

sales manager of the futureSales managers are critical to the success of their sales reps. While sales managers are charged with ensuring reps meet their numbers, how they meet their numbers is not as simple as it once was. In the past, focusing in on pipeline and activities was the hallmark of a good sales manager, but the way customers purchase and reps sell has changed, and the role of sales managers has evolved as well.

A highly successful sales manager now invests significant time in coaching their reps to improve their knowledge and skills, drive excellence in execution, and of course keep them on track. Yet businesses often under-invest in their sales managers. Harvard Business Review reported that only 12% of organizations currently invest sufficiently in the development of their frontline sales managers.

Sales managers have a difficult job and yet we often leave them to figure out things on their own.

While the

 70/20/10 learning model

 says that the majority of learning does happen on-the-job, for managers to develop they still need to receive their 10% of formal learning and 20% through coaching or mentoring. This model just doesn’t work anymore. If we leave our sales managers to work out what they’re doing on their own it may take them years to get it right. Can your sales reps wait that long?

In this day and age that’s simply not good enough. The role of sales is rapidly evolving and we expect much more of our sales reps, so it naturally follows that their leaders also need to evolve.

As we move into the era of Sales 3.0, we’re constantly looking for new ways to help our sales reps adapt to the changing world order. This search should start with taking a good look at the sales managers to make sure they have the skills and tools they need to lead their reps through this change. The time has come for organizations to retire Sales Manager 1.0 and Sales Manager 2.0, and set about enabling Sales Manager 3.0.

Sales Manager 2.0 is no longer compatible with Sales 3.0

sales manager of the future

Sales Manager 1.0: The expert administrator

  • Manages sales and administrative tasks
  • Dealing with complaints or individual issues with sales reps
  • Executives performance management
  • Gives feedback on individual issues
  • Responds to queries by sales leaders

Sales Manager 2.0: The activity generator

  • Undertakes the same activities as Sales Manager 1.0 

    plus

  • Leverages email automation tools to improve productivity
  • Relies on scaling customer communications to broaden the reach
  • Focuses on a high turnover with power dialers and other productivity tools

Sales Manager 3.0: The strategist and mentor

  • Manages sales reps
  • Ensures execution of account and territory strategies
  • Helping sales reps create business
  • Developing and executing customer-management strategies
  • Coaches and mentors reps using a structured approach to improve performance and behaviors
  • Supports executives to make strategic decisions about a sales organization
  • Forecasting
  • Funnel management

So how do you get your Sales Manager 2.0 to Sales Manager 3.0

The key is to plan your approach and enable your sales managers to perform at their best. Here are four steps to transform your sales managers.

1. Define their role

Sales management is rarely a one-size-fits-all role. In most organizations there are several sales management roles; for example inside sales managers, field sales managers, territory managers. Each of these roles has different responsibilities and requires different skills.

Before you can determine what your sales managers need to be enabled on, their role needs to be clearly defined. In this step, outline the parameters of each role and what they are expected to achieve. This sets the basis for the next step.

2. Determine the skills required for each role

Once the role of each sales manager in your organization is defined you can then determine what skills are required to perform the roles effectively. As part of this process, it’s essential to consider the behaviors and activities that your managers need to demonstrate to be successful in their role. Questions you can ask include:

  • Do they know how to focus on their team over their individual performance? Many sales managers are promoted from the field where they were judged on their own performance. Making the mental shift to focusing on the performance of the collective can be challenging for some.
  • Do they know how the business of sales runs? Forecasting, reporting, sales methodologies, and processes; these are all skills that are fundamental to leading a successful sales team.
  • Do they know how to create an effective sales strategy? Stepping back and mapping out the big picture is essential to Sales Manager 3.0. This requires being able to identify skill gaps and understanding how these can be plugged and their reps’ skills developed over time.
  • How much experience have they had leading people? A core skill for any sales manager is leading people. This covers more than just hiring and monitoring their quotas. Leading a sales team involves identifying and developing skills as well as coaching and mentoring.
  • Do they know what to coach on and how to do it? Coaching is much more than just giving feedback to reps about how they performed in a meeting. It covers all aspects of selling from lead identification to how they close the deal.
  • Do they know how to mentor individuals? Mentoring is different from coaching. It’s about guiding and providing advice to help reps develop their own skills. This is a skill that can be difficult for anyone to learn, yet it’s crucial to the success of Sales Manager 3.0.
  • Do they know what success looks like? Meeting quota is no longer the only indicator of a sales reps’ success. It’s important that sales managers not only understand what success looks like for their reps but also what it means in terms of their own role, so they can then build their own skill gaps if necessary.

3. Identify where the skill gaps are

Once you know what skills your sales managers require to perform their jobs effectively you can then overlay their existing skills to help you identify areas where they require improvement or development.

A useful tool to help identify areas where your sales managers may require development is by looking at your

efficiency and sales effectiveness indicators

. These metrics focus in on the areas that are important to sales managers when looking at the progress of their reps. So it makes sense that they need to be able to drive the behaviors and capabilities that will drive these indicators in the right direction.

For example, if your reps are struggling in their elevator pitches then they need support from their managers to improve. This requires managers to coach them on improving their messaging and pitch skills. So it follows that your managers may require some help bringing their coaching skills in these areas up to the mark.

4. Leverage technology to enable your sales managers

Just like your sales stack helps your reps perform at their best, your sales managers need a technology stack of their own. This goes beyond your CRM and really hones in on helping them perform each of the elements of their role better. Their stack can borrow from the existing sales stack and also leverage tools from other parts of the organization. The sales managers stack may include:

  • Hiring: To improve their hiring process consider tools that help test candidates for sales aptitude and competency.
  • Coaching: Sales readiness platforms can help optimize coaching by establishing a formal framework that helps managers identify skill gaps and then focus on remediation by developing reps’ skills. This should incorporate a range of coaching activities including role plays, so managers can focus in on specific skills.
  • Messaging: Video and audio tools can often be found in sales readiness platforms. These can help reps practice their messaging and get feedback, not only from their managers but also from other subject matter experts, on how they articulate their value proposition in different situations.
  • Forecasting: Tools like your CRM can help your managers accurately forecast sales results, so they can identify issues early and act quickly when necessary.
  • Managing: This can include the basics of management, like how to motivate their team or conduct performance reviews. If your sales managers have never led a team before then the basics are essential to learning.

These tools will help you enable your sales managers, but the key focus shouldn’t be on helping take your sales managers to the next level. After all, they play an integral role in the overall sales success of your business. But it’s important to remember that enablement isn’t a set and forget exercise. Once you’ve built Sales Manager 3.0 it will almost certainly be time to start working on the next model.

In Conversation with Dabur on Sales Effectiveness

Shrimithran R on June 13, 2017

This post is based on an interview with Chirag Singh, Sales Capability Development Manager at Dabur. You can listen to the podcast here.

Dabur is the world’s largest Ayurvedic and natural healthcare company.  With over 2,000 sales reps Dabur has certainly had its challenges finding the best way to train and coach its salespeople working in different geographical regions. Chirag Singh who leads the sales capability development function at Dabur talk to us about how this FMCG giant enabled their sales team, regardless of their location.

Their sales organization structure has many levels

FMCG sales reps require specific skills

Sales in the FMCG space is very different to B2B sales. Sales reps require very different skill sets to deal with the unique challenges of their business model, where they deal with a range of distributors from large chains to mom and pop stores.

Apart from the typical negotiations, conflict management, and partner management skills, it’s important to drive process adherence. Coaching focuses not only on team handling and negotiations skills but also basic analytical skills. This helps identify whether sales reps are able to interpret data as expected.

Prioritizing sales readiness initiatives was crucial

It was important for Dabur to create a strategy for their initiatives that focused on the skill sets that their reps needed to improve. To achieve this, prioritizing their initiatives was crucial, particularly when you consider the size of their team. To improve the sales effectiveness of their team Dabur implemented several initiatives.

“The most important initiative, and one of the most basic is to standardize the onboarding process for all new hires in the sales team. Dabur is a large and diverse organization so it is even more important to have a standard onboarding system in place.  We use Mindtickle to provide us with visibility on the learning curve of every new hire in the sales team,” explains Singh.

Dabur also had a long-term vision for their digital sales readiness initiatives that extended beyond sales onboarding.

“Another thing that is really helping us is the creation of a knowledge bank. This is a repository of all sales processes and sales related collaterals. Since the Mindtickle platform is online and agile, it is much easier for us to add and update modules as and when there is a change in our process. It’s been about 8 months since we started and this has now become a part of our daily work,” continues Singh.

Managers have visibility into every sales rep’s progress

“Using a platform like Mindtickle gives us visibility into what skills each rep needs to improve. That is the greatest benefit we’ve obtained from this initiative. Improvement takes time, for some individuals it can take a few weeks, and for some, it can take a few months. It really depends on the kind of work assigned to them,”  explains Singh.

Dabur’s initiatives also help them identify and fix their rep’s knowledge gaps. They have implemented a manager led feedback system that has been essential to their sales transformation program.
“Mindtickle allows us to track the coaching tasks given to each sales rep after the fact. We then involve the manager, using a feedback mechanism, to review the improvement in their reps’ performance and actually give them feedback. This process is really helping us drive effectiveness and improve our performance,” explains Singh.

By leveraging technology Dabur has automated and simplified its sales process. At the same time, they have brought their sales team much closer towards their end goal of achieving best-in-class sales effectiveness.

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[Podcast] Why Sales Enablement is a Must-Have for Your Company? : Episode 18

Shrimithran R on May 23, 2017


In this 16-minute podcast, Crepeau and Wolber outline:

  • Why there is a pressing need for sales enablement
  • What industry trends are shaping B2B sales
  • Common mistakes sales enablement leaders commit
  • The key sales enablement initiatives at G5

“Today, sales enablement spans every function within the organization. Let me take a step back, and say why sales enablement is so hot now in my opinion. Having sold enterprise technology for more than 25 years, the reality is it’s harder to sell than it ever has been. Only 60% of reps are hitting quota, leaving 40% of reps unsuccessful in reaching their targets,” explains Steve Crepeau, CEO of True Sales Results.

Following on from the previous podcast, where Steve Crepeau and Mike Wolber discussed how G5 built a successful sales enablement team, they share their thoughts on why enablement is a must-have in every company.

In this episode, they also discuss what mistakes organizations commonly make when setting up their sales enablement team. “The biggest mistake is not having executive buy-in. Regardless of how large or small the sales team is, without the support of leadership, it is difficult to execute a sales enablement program,” explains Crepeau.

“The second mistake is not assigning a superstar performer to head sales enablement. I think sometimes you pick someone who seems convenient because you’re afraid of taking such a productive resource out of the field. And then you have the wrong person heading up sales enablement within your organization,” he adds.

In Conversation with MuleSoft on Sales Coaching

Shrimithran R on May 16, 2017

 

This post is based on a webinar where Stephen Hallowell, VP of Sales Enablement at MuleSoft discusses why companies should invest in sales coaching.

MuleSoft is a leading high-growth technology company that focuses on application integration under one platform. With over 800 employees and over 1000 enterprise customers across 60 countries, MuleSoft has had astounding growth.
“We have been evolving quite a bit as a company over the years. We have gone from what was a fairly tactical engagement to selling business value associated with what otherwise can be a pretty technical concept. We are enabling change on a broad scale inside some very large companies,” explains Hallowell.

Why sales coaching matters

A significant part of MuleSoft’s success can be credited to their investment in sales coaching. “To improve the outcome and win more deals, the sales rep has to start doing things in a fundamentally different way than they were previously. Natural behavior is to put one foot in front of the other and keep marching straight. We need our sales reps to stop and take a left turn at some point. The only way that we’ve been able to drive that behavior change is through coaching, ” says Hallowell

Two main aspects of the coaching program 

Sales leadership at MuleSoft decided that their sales coaching initiative should answer two questions:

  1. Are

    their reps doing what is important?

  2. How can their managers help their reps sell the right way?

Most sales teams get their approach to the second question right by coaching their sales reps. But the first question is often under-recognized yet it’s vital to ‘accountability’.
“If the manager doesn’t actually know and doesn’t have the ability to know, whether somebody’s doing the right thing, and the individual contributor also doesn’t know, you can never get that self-diagnosis. The more you can make it very apparent to people what they’re doing well and what they’re not doing well, you create the need for change,” explains Hallowell.
“If somebody comes in and coaches me and says, “Ah, well, hey, here’s a better way of doing things,” and I haven’t seen that reason yet for doing things differently, I’m not going to get the results out of it,” he continues.

Building a competency map

The first step was to identify what knowledge gaps their managers had. This was done through effective benchmarking.
“To kick this off, we did some benchmarking with our managers by assessing them against some third party statistics. That helped us realize some are exceptional and some are not. That helped create that need for change across all levels of the organization,” explains Hallowell.
Once the gaps were identified, the next step in the process was to train them effectively on their skill gaps. “The next thing we did was build the competency maps. We did that probably 9 to 12 months into the process. In my experience, for a competency map to be effective it’s got to be somewhat detailed, just because you’ve got to be precise about what you want people to do. That level of detail delivered too early can be a bit overwhelming. Trying to find that right balance of really defining for the managers, these are the specific behaviors and skills you need to coach, to giving them enough detail to be actionable, but not so much detail that you overwhelm them,” explains Hallowell.

Designing the certification program

“One important thing we drove was a significant relaunch of our messaging. A pool of leaders and individual contributors locked themselves in a room for a couple of days and came out with something that everybody felt really good about. Once it reached the field, there was no question of “Is this the right message?” Our leaders bought into it,” says Hallowell. The primary element in the coaching program at MuleSoft was message calibration, which was done by the leadership team.
“We had the core team record themselves in the Mindtickle platform to provide examples and best practices. Then we formed a group of best performing reps and managers who we call black belts. This group of black belts then certified the full team. We had over 500 people go through this program,” explained Hallowell.

Coaching is not a checkbox exercise 

The importance of this program is well understood given that over 500 employees went through the coaching program. The program was well received across the organization. What exactly worked for MuleSoft?
There were multiple factors including support from their leadership, setting high benchmarks for their sales reps and providing personalized feedback for each rep.
“One of the things that were really important for us is that this wasn’t just a check the box exercise. If it had been simply a box-checking exercise, there wouldn’t have been a lot of opportunity for coaching. I can’t overstate the importance of really broad management support and solving a pain point that everybody recognizes. The next thing is holding that performance bar very high. We did not pass people who were not completely 100%. Yeah, it might take a little longer than we want, but we’re going to make sure we get everybody’s attention on,” says Hallowell.

Finally, make it awesome

The success of a coaching program is measured on how well it is adopted.
“

The last thing I’ll leave you with is we have a set of core values at MuleSoft. One of them is to make it awesome. It’s one that I love. I use it with my team all the time, and I think it’s so important in our role. You’re going to ask a lot of people going through this program. If they detect anything that’s not awesome, they’re not going to invest, ”

says Hallowell.

Did Hallowell and his team make it awesome? Given their success, it sure looks like they did. The coaching program helped MuleSoft scale their sales team without compromising on the performance of any individual. Their average selling price went up from $ 77K to $169K. And feedback about the coaching program was really positive across all levels of the organization.

“A number of people that came up to me and just said, “Thanks for making me go through that.” I think this quote is verbatim from half a dozen people, said, “You know, I was pretty skeptical about this thing when we first started, but I’m so glad you made me do it. I’m so much more confident with my customers,” says Hallowell proudly.

[Podcast] How G5 Created a Successful Sales Enablement Team (Episode 17)

Shrimithran R on May 16, 2017


It’s no secret that every company has a unique take on sales enablement – and G5 is no different.
In this 20-minute interview, Wolber and Crepeau outline:

  • The role of sales enablement at G5
  • How to lay the foundation for a new sales enablement team
  • Key goals a new sales enablement team should focus on
  • KPI’s and success metrics that matter

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“As a digital marketing company, we’re really focusing on best-in-class lead generation strategies. We want to help our partners and customers increase the value of their assets and net operating income by investing in the right advertising channels,” explains Mike Wolber, Sales Enablement Leader, of G5. G5 specializes in digital marketing for real estate companies.

Wolber was one of the first members of the sales enablement team at G5. In collaboration with Steve Crepeau, from True Sales Results, they have laid the foundation for their sales enablement function

.

“

I think that you can give five different sales reps the exact same toolkit; computer, documentation, training log and even the same manager But those reps are all going to approach conversations differently. They’ve got different DNA,” adds Wolber.
Just like each sales rep is different, so is each sales team and the team that supports them. That’s why it’s crucial to have everyone involved in the enablement of the sales organization.
“The sales enablement function needs to be cross-functional by design. You really need to work with professional services;  your client success team,  the sales enablers,  the sales reps, the inside sales reps,  marketing,  product marketing,” explains Crepeau.

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