How to Build A Winning Sales Team
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The document discusses effective sales leadership by focusing on evaluating job and team fit through data and behavioral analysis. It highlights the importance of understanding employees' drives and aligning them with job roles to enhance performance and engagement. Key takeaways include the need for managers to comprehend their employees’ needs and use behavioral data to build effective teams.
How to Build A Winning Sales Team
- 1. 1 Ganesh Tayi CEO Never Lose The Deal VP of Partnerships & Alliances Jason Hubbard
- 2. Learning Objectives 2 ➢ Holistic approach to evaluating job/team fit ➢ Leverage data and science to understand what drives your employees ➢ Replicate attributes of top performers ➢ Improve coaching effectiveness and team dynamics
- 3. Agenda 3 ➢ Common challenges for sales leaders ➢ Four forces of disengagement ➢ Talent framework to create winning teams ➢ Real life sales team examples ➢ Q & A
- 4. Top 10 Sales Leadership Challenges (% very challenging) 4 Top Challenges - Talent, Process & Technologies Source: Rain Group survey of 400+ sales leaders
- 5. Performance & Engagement Time Minimum Requirements “Want to” curve “Have to” curve Discretionary Effort • Not working for a check • Go the extra mile • Care what customers think • Know that time is money • Work more efficiently • Put in longer hours Discretionary Effort 5
- 6. Blockers to great results Minimum Requirements Forces of disengagement pull people down PERFORMANCE & ENGAGEMENT JOB FIT MANAGER CULTURE TEAM Time “Want to” curve “Have to” curve
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- 8. The whole person and the job 8 HEAD Behavioral drives & cognitive ability HEART Values & interests BRIEFCASE Education Knowledge Skills Experience
- 9. Dominance Patience Formality HighLow 9 Independent, Competitive, AssertiveCooperative, Accommodating, Agreeable Outgoing, Enthusiastic, GregariousIntrospective, Analytical, Reflective Patient, Calm, SteadyIntense, Driving, Fast-paced Serious, Precise, OrganizedInformal, Flexible, Non-conforming What drives to measure? Extraversion
- 10. Job Fit Real Life Sales Example 10 Misalignment between natural tendencies and key responsibilities of the job
- 11. The Job Sales Hunter • Quick to connect with people • Natural juggler • Goal orientation • Risk tolerance • Self driven 11
- 12. Sales Hunter Dominance Extraversion Patience Formalit y Ideal Employee Profile for Sales Hunter Role 12
- 13. • Seeks results • Likes perfection • “Tasks” over “people” • Slower to connect 13 Heather Sales Hunter
- 15. Heather / The Job Dominance Extraversion Patience Formalit y HEATHER Dominance Extraversion Patience Formalit y SALES POSITION 15
- 16. Manager Impact Real Life Sales Example 16 Misalignment between manager and self
- 17. Management Style Highest drives – great predictor of management style 17 Dominance Authoritative ”tell” General Patton Extraversion Persuasive ”sell” MLK Jr. Patience Process “experience” Steve Jobs Formality Structure “rules” Alan Mulally
- 18. Employees Needs Highest drives – also great predictor of employee needs Dominance Needs impact Extraversion Wants feedback Patienc e Give them time Formality Explain details 18
- 19. Allan • Needs Feedback • Opportunity to influence • People connection Director of Sales 19
- 20. Vanessa ○ Direct ○ Comfortable with conflict ○ Operationally focused New CRO 20
- 21. Allan / Vanessa (CRO) Dominance Extraversion Patience Formalit y ALLAN’S SELF PATTERN Dominance Extraversion Patience Formalit y VANESSA’S SELF PATTERN 21
- 22. Employees’ needs come first. It is important for a manager to understand the needs of their employees based on their behavioral drives. 22
- 23. 23 Key Takeaways Align the right behavioral drives with the right roles Analyze and utilize the behavioral data to coach and manage Capture and use people data to build winning teams
- 24. What’s next for you? ➢ What will you do differently ? ➢ Know your behavioral profile ➢ Email: ganesh@neverlosethedeal.com 24
- 25. Questions?