Our sales leaders were high-achieving salespeople. They know our business, our products and our customers. But they haven’t been successful as sales managers. What should we do to help them better manage their sales teams and the sales process?
Our thinking is influenced, in large part, by Wilson Learning Corporation. Today, sales management has shifted from managing just salespeople to managing both salespeople and the sales process.
Leading Sales Process
While salespeople need to execute the sales process, sales leaders need to manage how effectively and efficiently the sales team and organization are moving customers through the sales process, and manage the outcomes at each stage. This is much more than just managing revenue results. It’s about looking at key metrics to ensure a healthy sales funnel.
Salespeople are a unique group of employees: fiercely independent, often geographically isolated, devoted to their customers and subject to great successes and disappointments. Four core roles are required to lead salespeople well:
- Visionary —inspires organizational and individual growth
- Tactician —ensures business results are achieved
- Contributor —applies personal capabilities to achieve results
- Facilitator —works with others to achieve results
While all sales leaders need to provide leadership for the process and fulfill these roles, a given sales leader’s specific role will vary depending on their level and the organization’s sales strategy. We focus on defining these roles, then delivering the sales leadership tools and skills your organization needs to succeed.
Interested in assessing your sales leaders? Contact us. We will send you a short survey, the result of which will help you decide if further assessment is worthwhile.