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
During any sales training program, a leader is faced with varying levels of enthusiasm. You likely have new sales reps who are still trying to establish themselves at the organization. This group is often extremely keen to learn and grow their own professional development forward. The challenge often lies in getting buy-in from your veteran salespeople. They’ve probably seen more sales training initiatives fail than succeed during their careers. They’ve been there, done that. They don’t have time to waste with flavor-of-the-month initiatives. Even with the likely skepticism that’s in place, good training can help reignite and refocus an experienced sales team. Done right a sales initiative can be the lynch-pin that reinvigorates a veteran sales team, giving them the tools, processes and content to go from experienced to elite.
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Categories: Front-line Managers | Sales Conversation
If you're selling in a maturing market, it is difficult to fight the commodity perception. There is a competitor always garnering for your market share. In a complex enterprise organization, the challenge for sales leaders is to pull together content, processes and tools so the sales team can make sense of it all and actually execute.
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Categories: Front-line Managers | Sales Transformation
There's no time to waste in a sales organization. When you break a quarter down, there are a little more than 60 business days that can equate to selling days. Top leaders focus on (1) where they can deliver the most value to their sales teams during that short window of time and (2) how they can ensure everyone spends as much time possible on high-value selling activities. It's not enough to tell your managers what to do, you need to enable them with how to do it. One of the fastest ways you can provide impact as a sales executive is to provide processes, content and tools to help your managers succeed and improve sales performance. Here are some key steps to take:
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Categories: Front-line Managers
The Force Management team is passionate about enabling managers. I solicit content ideas repeatedly from our sales experts and the number one topic they always send back my way is manager enablement. The reason why? They see that challenge consistently in the marketplace. Too often, organizations align the executive team and then roll out initiatives at the rep level without investing in the managers.
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