Lasting SKO success takes more than a well-thought-out event. There are five actions successful sales leaders take to drive immediate and lasting results after the launch of a sales kickoff or training initiative. Actions that help sales teams start strong, finish ahead and accelerate revenue growth.
5 Actions Sales Leaders Take to Fuel Lasting SKO Success
Ongoing communication from sales leadership is pivotal to driving immediate action from managers and sellers as they get back into their day-to-day activities. Following your event, continue to be clear about the priority of your initiative. Ensure your sales team knows the specific actions they need to take one day, one week, one month after the launch of a sales kickoff or training initiative. Make it clear that execution and adoption around this critical sales initiative is a company-wide priority. In the playbook, we share a checklist you can use to evolve your SKO messaging and communicate critical concepts moving forward.
2. Lead From the Front
The success of a major sales initiative can take a variety of forms, depending on how leaders operationalize and reinforce their efforts. Successful change initiatives have champions that Lead From The Front and drive transformation at the individual, team and organizational levels. This playbook provides examples of how successful sales leaders make the case for change by leading from the front.
3. Provide Managers the Skills and Knowledge to Continually Reinforce
Even your best front-line managers may have difficulty reinforcing new sales behaviors and methodologies. Provide your valuable managers with the knowledge, skills, tools and resources to make an impact on rep adoption and front-line numbers. Get tactics you can use to improve manager-coaching skills and enable those leaders to build top-performing sales teams.
4. Develop a Communication Cadence for Managers and Sellers
Improve and influence manager-to-seller alignment by creating a cadence around great communication between your managers and sellers. Even if you’ve already got some type of cadence in place for deal and forecasting reviews, your managers may not have a set cadence for meetings with their reps, other than 30/60/90 day check-ins. Critical criteria can be missed in the gaps between each meeting and results can stagnate because of it. Get your playbook to determine how to implement a communication cadence that builds accountability around front-line adoption and execution.