When it comes to running a sales organization, no one can afford to waste time. High-performing leaders focus on where they can deliver the most value to their sales reps before, during, and after sales activities. One of the fastest ways you can provide impact as a sales executive is to provide processes, tools and content to help your managers succeed.
In many cases, front-line sales managers have the toughest job in the company. They’re trying to motivate, coach, develop, reinforce and inspect their own teams, but they’re also dealing with pressure from top leadership and their customers.
Force Management has developed and refined our training and adoption programs to focus on how first and second-line managers drive sales effectiveness that results in bottom-line impact. We believe they’re a pivotal component to your success. Our offerings have specific learning tracks for the managers. Below are some key areas of focus that we bring to our manager curriculum.
What do you want your managers and reps to be accountable for? Best-in- class organizations ensure their front-line sales managers focus on the activities necessary for repeatable success and that they do them well. We help our clients assure your front-line managers are accountable for the right actions by jointly developing a Management Operating Rhythm that defines the actions, frequency, tools, metrics to prioritize their time and effort.
Your front-line managers can be your most effective tool to building a team of high-performers, when they have a repeatable operating rhythm that supports consistency throughout your sales organization.
Ensure consistency and improve efficiency by giving your managers the tools that make their jobs easier. One of the most valuable things you can do as a sales leader is to enable your front-line managers to develop their team members and give them the tools they need to coach success.
Remember, managers often find themselves in the sales organization tug-of- war. They’re charged with motivating, coaching and inspecting their own teams, but they’re also dealing with constant pressure from top leadership. The amount of time your front-line managers waste with cumbersome administrative burdens is valuable time that could be used helping their team sell.
When all your salespeople are using the same processes and tools, everyone knows the benchmarks to create success. As a result, your front-line managers are less burdened and there’s consistency throughout the sales organization. They’re able to effectively manage because they’re not wasting time with meticulous forms and inconsistent processes.
It doesn’t matter how many reviews you do with someone, if there’s no focus on executable action, there is no value within the sales team. An operating rhythm helps you as a sales leader drive that action.
When everyone is using the same processes and tools, they’re all speaking the same language and they are all on the same page. As a result, your sales managers then have the opportunity to become sales leaders because everything they do has value attached to it.
Alignment and Customer Value
The focus of any sales organization should be on what provides and creates value for the customer. Are your front-line managers reacting to what’s urgent, rather than what’s most important?
You’ve likely seen it yourself. Sales managers allow and sometimes encourage the salesperson to become not only the account manager, but the product specialist, the customer service rep, especially when it’s a big account.
More times than not, that multi-tasking is a disservice to the customer and often creates a debilitating ripple effect. Your customer doesn’t get the company’s best. The salesperson bends over backwards, trying to be all things to all people because he/she doesn’t have the resources to pull in the right expertise when necessary. The salespeople don’t have time to sell. The front-line managers are buried in trying to help the salespeople sell. No one is effective because they’re submerged in fire drills.
Building alignment between your sales, services, and product teams alleviates the piling-on effect for your sales teams and front-line managers. It ensures not only a buyer-centric sales process, but also a customer-first service structure.
Read more in this blog on how to enable your front-line managers.