THE STATE OF SALES MANAGEMENT. with Norman Behar & Gerhard Gschwandtner

Transcription

1 THE STATE OF SALES MANAGEMENT with Norman Behar & Gerhard Gschwandtner

2 Today s Presenters 2 NORMAN BEHAR GERHARD GSCHWANDTNER

3 About Sales Readiness Group 3 To improve the performance of sales teams by providing customized, skillsbased training programs that produce sustainable behavior change.

4 AGENDA AGENDA 1. The High-Impact Sales Manager Why a Survey on Sales Management Survey Demographics 4. 5 Hallmarks of High-Impact Organizations Sales Manager Time Trap Key Takeaways

5 The ROI of Sales Managers 5 Sales Managers provide the biggest leverage to increase sales performance.

6 Why a Survey on Sales Management 6 GAIN INSIGHT ON: Most Important Skills Annual Investment on Training Relationship Between Skills & Results

7 Survey Demographics 7 What is your job function? ALL Sales leader 55% In partnership with: Sales enablement 6% Sales operations 7% Learning and development 15% Other - Write In (Required) 17%

8 Defining Success 8 What percentage of reps achieve quota? Less than 25% 25-50% 51-75% More than 75% LOW PERFORMING AVERAGE PERFORMING HIGH-IMPACT Type of Sales Organization 20% 17% 63%

9 5 Hallmarks of High-Impact Sales Organizations 9 1. Coaching Time 2. Managing Performance 3. Recruiting and Hiring 4. Trust and Respect 5. Training Investment

10 What percentage of their time do your sales managers spend coaching reps? POLL 1. Less than 20% % % % 5. More than 80%

11 1 Spend More Time Coaching 11 High-Impact Managers are: 2X more likely to participate in sales coaching training than low performing organizations.

12 Better at Sales Coaching 12 Managers are more proficient at: Making coaching collaborative Assessing sales reps skills Developing coaching plans Following a coaching process

13 2 Better at Managing Sales Performance 13 Managers are more proficient at: Communicating expectations Holding reps accountable Providing regular feedback Managing KPIs Conducting pipeline reviews

14 Hiring Why do you feel sales managers struggle when it comes to managing performance?

15 3 More Proficient at Recruiting & Hiring 15 Managers are more proficient at: Recruiting & sourcing Developing job profiles Using interview questions Making hiring decisions

16 Hiring Best Practices 16 Create a job profile Build a candidate pool (even when you don t have an opening) Use behavior-based interviewing questions Use a candidate selection process to evaluate and compare

17 4 Earn Organization s Trust & Respect 17 Managers are more proficient at: Setting performance goals Making important decisions Adapting leadership styles Identifying rep s motivators

18 5 Invest More to Develop Sales Managers 18 46% of ALL Respondents had insufficient resources or budget for sales management training.

19 Obstacles Why is it difficult for sales managers to make progress in these areas?

20 Sales Management Time Trap 20 Daily Grind (Too many Priorities) Attending meetings Completing reports Preparing forecasts Addressing personnel matters Resolving customer issues Driving Results (Sales Management Dev) Building sales team Managing performance Managing sales pipeline Sales Coaching Leading & motivating team 65% say too many competing priorities is a top challenge to implementing a sales management training program.

21 Key Takeaways Spend more time coaching Better manage sales performance Become more proficient at requiring and hiring Earn sales organization s trust and respect Invest more in developing sales managers

22 For more information Q&A Please contact us at: Read the SRG Blog at:

23 THANK YOU