Cracking the Sales Management Code - Tom Dissantis
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The document discusses strategies for enhancing sales management effectiveness by shifting from inspection to coaching, focusing on aligning coaching with key priorities, and developing consistent management rhythms. It emphasizes the importance of identifying and managing specific activities tied to sales outcomes while fostering independence among team members. Overall, the framework aims to simplify the sales management process to drive better results in organizational performance.
Cracking the Sales Management Code - Tom Dissantis
- 1. M O D E R N W O R K P L A C E CRACKING THE SALES MANAGEMENT CODE Tom Dissantis VPP
- 2. Stop Inspecting and Start Coaching Cracking the Sales Management Code
- 3. We help clients to grow their business by building capabilities in marketing, sales & transformation 3 MARKETING SALES TRANSFORMATION Define, develop, communicate and deliver offerings that have value for your customers Boosting commercial performance enabling you to find, win and retain customers Building organizational focus, capabilities and the necessary change to win more in the market
- 4. Align sales and marketing on plans and tactics Helping sales leaders and their organizations drive growth Manage indirect channels better Assess and select talent Build teams Proven Methodologies Funnel Management Commercial Performance Enhance capabilities and management Sales Management Training and coaching for Sales Managers Channel Management Call Centers People & Organization 4
- 5. Long Term Relationships: 5 years - 100+ Clients - 150+ Projects Household Names… Industry Leaders… as well as SME’s & Entrepreneurs… 5
- 6. © 2015 Vantage Point Performance. All Rights Reserved. 6 Agenda I. The Current State of Sales II. Are you Coaching? Or are you Inspecting? III. Aligning Coaching against Highest Priorities IV. Developing a Rhythm V. Conclusions/Questions & Answers
- 7. © 2015 Vantage Point Performance. All Rights Reserved. 7 Times are Changing Sales has radically (and quickly) transformed Account Executives Sales Managers Customers ?
- 8. © 2015 Vantage Point Performance. All Rights Reserved. 8 You Have an Intense Job Pressure from Above Pressure from Below Pressure from Within • Reporting and Analytics • Forecasting • Fielding Account Exec requests • Activity tracking • Helping with customer issues • Selling on your own • Hitting sales goals • Urgent versus Important
- 9. © 2015 Vantage Point Performance. All Rights Reserved. 9 Reacting v. Thinking A pen and a pad of paper cost $1.10 in total. The pen costs $1.00 more than the pad of paper. How much does the pad of paper cost? Answer: $0.05
- 10. © 2015 Vantage Point Performance. All Rights Reserved. 10 Reacting v. Thinking If it takes five machines five minutes to make five widgets (ding/truc) , how many minutes would it take 100 machines to make 100 widgets? Answer: 5 Minutes
- 11. © 2015 Vantage Point Performance. All Rights Reserved. 11 Reacting v. Thinking In a lake, there is a patch (vijver/étang) of lily pads (lelie/nénuphar). Every day, the patch doubles in size. If it takes 48 days for the patch to cover the entire lake, how many days would it take for the patch to cover half the lake? Answer: 47 Days
- 12. © 2015 Vantage Point Performance. All Rights Reserved. 12 Reacting v. Thinking A pen and a pad of paper cost $1.10 in total. The pen costs $1.00 more than the pad of paper. How much does the pad of paper cost? Answer: $0.05
- 13. © 2015 Vantage Point Performance. All Rights Reserved. 13 Reacting v. Thinking A pen and a pad of paper cost $1.10 in total. The pen costs $1.00 more than the pad of paper. How much does the pad of paper cost? Answer: $0.05
- 14. © 2015 Vantage Point Performance. All Rights Reserved. 14 If it takes five machines five minutes to make five widgets (ding/truc) , how many minutes would it take 100 machines to make 100 widgets? Answer: 5 Minutes Reacting v. Thinking
- 15. © 2015 Vantage Point Performance. All Rights Reserved. 15 Reacting v. Thinking If it takes five machines five minutes to make five widgets (ding/truc) , how many minutes would it take 100 machines to make 100 widgets? Answer: 5 Minutes
- 16. © 2015 Vantage Point Performance. All Rights Reserved. 16 In a lake, there is a patch (vijver/étang) of lily pads (lelie/nénuphar). Every day, the patch doubles in size. If it takes 48 days for the patch to cover the entire lake, how many days would it take for the patch to cover half the lake? Answer: 47 Days Reacting v. Thinking
- 17. © 2015 Vantage Point Performance. All Rights Reserved. 17 Reacting v. Thinking In a lake, there is a patch (vijver/étang) of lily pads (lelie/nénuphar). Every day, the patch doubles in size. If it takes 48 days for the patch to cover the entire lake, how many days would it take for the patch to cover half the lake? Answer: 47 Days
- 18. © 2015 Vantage Point Performance. All Rights Reserved. 18 Inspection v. Coaching Inspection • Focuses on gathering factual information • Backward focused – examines what has already occurred • Assesses seller compliance with agreed-upon expectations (e.g., activity standards) • Low value for seller, necessary for manager/coach Coaching • Focuses on gathering seller’s perspective • Forward focused – explores what to do in the future • Assesses seller’s approach to upcoming sales activities (e.g., sales calls) • High value for seller and manager, time-intensive for manager/coach
- 19. © 2015 Vantage Point Performance. All Rights Reserved. 19 A Brief Introduction • Focus on Sales Management • Advancement through Research • Sales Methodology Neutral • We Simplify to Achieve Results Our Approach I don’t have less to do now, but I’m no longer rushed to do it. I now have time to do what I am supposed to do. Sales Manager, Medical Equipment Manufacturer
- 20. © 2015 Vantage Point Performance. All Rights Reserved. 20 Starting from Scratch... 306 Pieces of Chaos
- 21. © 2015 Vantage Point Performance. All Rights Reserved. 21 The Critical Question Getting this Right is the Key Can a You Control this?
- 22. © 2015 Vantage Point Performance. All Rights Reserved. 22 Can You Control This? Some YES
- 23. © 2015 Vantage Point Performance. All Rights Reserved. 23 Some NO Can You Control This?
- 24. © 2015 Vantage Point Performance. All Rights Reserved. 24 Some MAYBE Can You Control This?
- 25. © 2015 Vantage Point Performance. All Rights Reserved. 25 A Framework Emerges Critical Differences Exist Account Exec and Sales Manager activities that can be proactively managed Intermediate objectives that can be influenced, but not directly controlled Organizational outcomes that cannot be ‘managed’ whatsoever
- 26. © 2015 Vantage Point Performance. All Rights Reserved. 26 Building the Right Path Identify the Activities that Yield Results Link the objectives to relevant activities, and manage them relentlessly. Select and quantify the best objectives that will lead to those results Identify the results you want to achieve
- 27. © 2015 Vantage Point Performance. All Rights Reserved. 27 A Few Examples Create 1 each month Coach for customer alignment
- 28. © 2015 Vantage Point Performance. All Rights Reserved. 28 A Few Examples 4 calls per week to underpenetrated accounts Coach for opportunity quality
- 29. © 2015 Vantage Point Performance. All Rights Reserved. 29 Why Does this Matter? 4 calls per week to underpenetrated accounts Coach for opportunity quality
- 30. © 2015 Vantage Point Performance. All Rights Reserved. 30 Simplicity Is Not Simple… Which result is most important? Customer retention or new customer acquisition? How many activities? Do we have these capabilities? Which products do we focus on? What’s the right level? How will this affect sales cycles? What does “good” look like? Is someone doing this already?
- 31. © 2015 Vantage Point Performance. All Rights Reserved. 31 Your Mandate
- 32. © 2015 Vantage Point Performance. All Rights Reserved. 32 Ad Hoc vs. Formal Ad hoc • Unscheduled • Unpredictable • As needed • Focuses on the urgent ‘hot opportunities’ • Issue-driven • Promotes dependency Formal • Scheduled • Predictable frequency • As desired • Focuses on the important ‘potential opportunities’ • Agenda/potential driven • Promotes independence
- 33. © 2015 Vantage Point Performance. All Rights Reserved. 33 Establish a Deliberate Conversation with an Agenda, Inputs, and Outputs Management Rhythm
- 34. © 2015 Vantage Point Performance. All Rights Reserved. 34 A Practical Management Model
- 35. © 2015 Vantage Point Performance. All Rights Reserved. 35 Seeing it in action ABC Company needs Focus ABC wanted to increase revenue results by > 20% Improving close rates is the most important objective to achieve growth results Early stage qualification is the critical activity that needed to be improved dramatically
- 36. © 2015 Vantage Point Performance. All Rights Reserved. 36 Focus = Big Impact The Power of Focus This was the most practical training I’ve received as a sales manager. Sales Manager, ABC Company
- 37. © 2015 Vantage Point Performance. All Rights Reserved. 37 First Stop in the New World
- 38. © 2015 Vantage Point Performance. All Rights Reserved. 38 A Strategic Half-Mile
- 39. © 2015 Vantage Point Performance. All Rights Reserved. 39 Focus = Power
- 40. © 2015 Vantage Point Performance. All Rights Reserved. 40 In Summary • Recognize the difference between inspecting and coaching • Simplify by building the right path: Results Objectives Activities • Execute by building and following a management rhythm The Keys Achieving Sales results
- 41. © 2015 Vantage Point Performance. All Rights Reserved. 41 Additional Resources https://mindsandmore.biz/ http://crackingthesalesmanagementcode.com/ tdisantis@vantagepointperformance.com gregoire.vanderveken@mindsandmore.biz benny.van.calster@mindsandmore.biz sabine.contor@mindsandmore.biz