- October 9, 2024
- Posted by: Dave Kurlan
- Category: Understanding the Sales Force
The Boston Red Sox had a mediocre team in 2024. They had too many left-handed hitters, not enough starting pitching, an undependable bullpen, and by far, the worst defense in the MLB. Sure, they won half their games, but they lost the other half – many of them games they should have won. Most sales teams win fewer than half their “games,” and while defense can’t be blamed, pitching can! Unlike the Red Sox, most sales teams have too much pitching (demos and presentations)!
If you want to build a sales team that is tops in your industry, geography or with your target audience, here is a roadmap, with examples and reference material, to help you achieve that.
Step 1 – Have the Sales Team Evaluated
We leverage the gold standard of sales team evaluation tools to determine what the team’s full sales capabilities are today, and where the biggest gaps are in all 21 Sales Core Competencies. We also evaluate sales management and sales leadership capabilities and determine possible requirements relative to training, coaching, sales process, compensation and more, allowing us to set realistic revenue growth expectations and timelines.
Here’s an example from a team of 11 that we recently evaluated:
Five salespeople scored poorly in the 21 Sales Core Competencies and we later learned that these five were not performing, and not willing to change what they were currently doing. They are D Players and I strongly suggest that they are not part of the company’s future.
Six salespeople had mediocre scores and we learned that they are mediocre performers (C Players) who are slowly adapting to both the coaching and desired change. They are improving and will be part of the company’s future with more training and coaching.
Resource – Read this article about what a company learned about their sales team from the sales team evaluation
Step 2 – Optimize Sales-Specific Recruiting and Hiring
We changed how they attract, vet, interview and select new salespeople, including the addition of a predictive sales candidate assessment. They needed to add salespeople and replace their D-Players. As of this writing, they have assessed 106 sales and sales management candidates. 31 candidates were recommended, and 12 candidates were worthy of consideration. They have so far hired seven who are:
- Engaged
- Excited
- Active
- Bought-in
- A’s and B’s and far more capable than the Cs and Ds that were there
- Already growing their territories
- Showing appreciation for the coaching they are getting
- Demonstrating strong Desire and Commitment
Resource – Read this article on why sales managers/leaders can’t and shouldn’t trust their gut.
Step 3 – Customize/Optimize the Sales Process/Sales Scorecard
We analyzed their existing sales process, moved and placed their existing steps/milestones into the proper stages, and using best practices, backfilled with all of the milestones that were missing from their process. Then we resequenced the process so that it built upon itself, and delivered predictive and consistent results. We provided instructions for integrating it into their CRM, and visualized it so that it could be easily introduced to their sales team. We collaborated with them to build a predictive sales scorecard that would accurately identify the opportunities they are most likely to win as well as those they are most likely to lose.
Resource – Read this article for more about sales scorecards
Step 4 – Train and Coach the Sales Leaders to Coach up Their Salespeople
Sales leaders must be able to coach their salespeople within the context of the sales process and methodology their salespeople will be trained on, hold them accountable to change, KPIs and results, and keep them motivated. Our sales leadership training and coaching provided them with the capabilities, strategies, skills and tactics required to do that. Those who coach consistently see a 28% increase in revenue, while those who coach both consistently and effectively see a 49% increase in sales.
Resource – Read this article about the impact of coaching
Step 5 – Kick-Off Sales Training for the Salespeople
The difference between generic sales training and targeted sales training is quite significant. We use the evaluation results to identify the specific competencies where the team has critical gaps, and after introducing them to the new sales process, we train them to execute it. Throughout the training, we focus on the competencies with the biggest gaps. The keys to successful sales training are repetition, frequency, blended learning, quality sales process and methodology, a role-play component, and most importantly, the trainer, who must be able to instantly get the team engaged and keep them engaged.
Resource – Read this article about why sales training fails.
Step 6 – Optimize the Compensation Plan (if Needed)
Step 7 – Build Playbooks into CRM (if compatible)
In addition to compensation, playbooks, tools, assessments, sales selection, training and coaching, there may be a place for a strategic sales plan, goal setting, revised forecasts, improved pipeline reviews, daily huddles, and much more.
Any company and/or executive can initiate a sales transformation, but there is one potential dealbreaker that can cause a sales transformation initiative to fail.
It’s easy to write a check.
It’s easy to check off a box.
It’s easy to delegate.
Those are easy to do but don’t lead to successful outcomes. You must see it through. You must be visible. You must lead by example. You must be engaged. You must show how important this is. You must be committed to the success of the initiative and demonstrate your commitment to the team.
Is that you? Send me a message and request a Zoom meeting.
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