Leading Your Sales Team to Peak Performance | Dionne Mischler | Lunch & Learn
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The document discusses leading sales teams to peak performance. It provides information on defining company culture, the basic building blocks of success which include alignment, onboarding and training. It also discusses keys to effective onboarding and training, sales manager responsibilities, coaching, motivating reps, and reporting. The author is Dionne Mischler, CEO of Inside Sales by Design and president of the AA-ISP OC chapter, with over 20 years of experience in sales and technology.
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Leading Your Sales Team to Peak Performance | Dionne Mischler | Lunch & Learn
- 1. LEADING YOUR SALES TEAM TO PEAK PERFORMANCE Dionne Mischler CEO, Inside Sales by Design AA-ISP OC Chapter President in/DionneMischler DionneMischler
- 4. CopyrightInsideSalesbyDesign2014-2017 BrightTalk Webinar: Managing v. Leading and Why Theyâre Different https://drive.google.com/file/d/0ByDUCNdii43zempadmxJSHpGbEk/view in/DionneMischler DionneMischler
- 8. WHAT SALES TRAINING ISNâT 1. Sales training is NOT product training 2. Sales training is NOT learning to use your systems 3. Sales training is NOT company orientation in/DionneMischler DionneMischler
- 9. WHAT SALES TRAINING IS 1. Sales training is getting your team comfortable with your UVP 2. Sales training is getting your team ready to have a conversation 3. Sales training is creating an environment of learning for your team in/DionneMischler DionneMischler
- 10. BASIC BUILDING BLOCKS OF SUCCESS ALIGNMENT Job Description Hiring/Networking Onboarding/ Training 1:1âs Team Meetings Shadowing Playbooks Expectations /ReportingOr what I call your Sales Infrastructureâą CopyrightInsideSalesbyDesign2014-2017 in/DionneMischler DionneMischler
- 12. Keys to keep in mind: 1. Goals 2. Mission/Vision 3. Culture creation and reinforcement Ask yourself: On a scale of 1 to 10; how strong is your framework? CopyrightInsideSalesbyDesign2014-2017 in/DionneMischler DionneMischler
- 13. CopyrightInsideSalesbyDesign2014-2017 Goal Purpose Perspective Clarity Execute Purpose | Perspective | Clarity | Executeâą in/DionneMischler DionneMischler
- 14. BY THE NUMBERS CopyrightInsideSalesbyDesign2014-2017 #1 Top Challenge for Sales Leaders Training and Development _% Managerâs Account for employeeâs variance in engagement 70% in/DionneMischler DionneMischler
- 15. CopyrightInsideSalesbyDesign2014-2017 1. How do you define your company culture? 2. How do you define your teamâs culture? 3. And most importantly, does everybody know what it is? in/DionneMischler DionneMischler
- 17. Keys to keep in mind: 1. Effective Onboarding and Training 2. Sales Manager 101 3. Coaching & Motivating your Reps 4. Reporting Ask yourself: On a scale of 1 to 10; how strong is your framework and build out? CopyrightInsideSalesbyDesign2014-2017 in/DionneMischler DionneMischler
- 20. WHAT SALES ONBOARDING AND TRAINING REALLY IS CopyrightInsideSalesbyDesign2014-2017 in/DionneMischler DionneMischler
- 21. SALES ONBOARDING â NEXT STEPS ï±Make it a part of your Hiring Strategy ï±Make it a part of your Team and Company DNA ï±Document, document, document. ï±Includes Product and marketplace information Monday Tuesday Wednesday Thursday Friday Result Paperwork/i ntroâs Introâs/dow nloads from Product, Marketing Introâs/dow nloads from other department s Read, recap Sales Process Messaging Recap/mock -sales calls Comfortable with value prop Read, recap, shadow, tech CRM Sales Process CRM/Tools Sales Messaging Review with Leadership Recap/mock -sales calls Comfortable with VP in own words CopyrightInsideSalesbyDesign2014-2017 in/DionneMischler DionneMischler
- 22. SALES TRAINING â NEXT STEPS ï±Make it a part of your Onboarding ï±Make it a part of your Team/Company DNA ï±If youâre a start-up, take away the option and make it mandatory and round robin the team â have them join webinars, read books, etc. ï±Document, document, document. ï±What verbiage â email and voice mail â work (Sales Playbook, anyone? ï±Shadowing ï±Live call feedback ï±Create an editorial calendar with the team CopyrightInsideSalesbyDesign2014-2017 in/DionneMischler DionneMischler
- 24. THE BASIC TABLE STAKE = CONSISTENCY 1:1 Example Agenda âȘ By the numbers: goal to quota attainment âȘ Activity metrics review âȘ What went well this week? âȘ What didnât go well? âȘ What should you work on next week? âȘ What do you need me to do? CopyrightInsideSalesbyDesign2014-2017 in/DionneMischler DionneMischler
- 25. NEXT STEPS AND RESOURCES ï± Why did you decide to become a Sales Leader? ï¶ Examine these motivations very carefully ï± Grade yourself ï¶ What do you need to start doing? ï¶ What do you need to stop doing? ï± What type of Leader do you want/need to be for your team? ï¶ What actions are you taking to make this happen? ï± Create your overall Training, Coaching and 1:1 Calendar ï± What are the three adjectives youâve come up with? CopyrightInsideSalesbyDesign2014-2017 in/DionneMischler DionneMischler
- 27. DASHBOARD BASICS â KEEP IT SIMPLE!! ï±Does what your reps look at align to their goals? ï±Same question for you ï±Can they at-a-glance, look at their dashboard and know where theyâre at? (Both daily and monthly?) ï±Same question for you ï±Recommend setting up your dashboards and having your reps start their day there We canât improve what weâre not measuring and we certainly canât pay on it. CopyrightInsideSalesbyDesign2014-2017 in/DionneMischler DionneMischler
- 28. NEXT STEPS 1. Benchmark your current dashboards 2. Identify areas of improvement 3. Determine plan to fix 4. IMPLEMENT CopyrightInsideSalesbyDesign2014-2017 in/DionneMischler DionneMischler
- 29. Keys to keep in mind: 1. Is information accessible? 2. Does everyone know where it is? 3. When what the last time you revisited? Ask yourself: On a scale of 1 to 10; how strong is your documentation? CopyrightInsideSalesbyDesign2014-2017 in/DionneMischler DionneMischler
- 30. Keys to keep in mind: Coaching works!!! Ask yourself: On a scale of 1 to 10; how often to you coach? CopyrightInsideSalesbyDesign2014-2017 in/DionneMischler DionneMischler
- 31. WRAPPING UP ï±Culture starts and ends with the leadership ï±Build out your Sales Infrastructure ï±Identify your Ideal Candidate Profile (whoâs at your table) ï±Create and implement your SALES Onboarding and Training Program ï±Identify and share (numerous times) the expectations ï±OVER communicate and provide feedback (more than once) in/DionneMischler DionneMischler
- 33. RESOURCES Copyright Inside Sales by Design 2014-2017 in/DionneMischler DionneMischler
- 34. WHO AM I? CopyrightInsideSalesbyDesign2014-2017 Professional 20 years in Sales and Technology Built first official Inside Sales team in 2007 Today, CEO &Founder of Inside Sales by Design President of AA-ISP OC Chapter since 2009 Personal Born and raised in the Chicago Suburbs living in OC Married 11 years; Mother to 2 children Passionate about Inside Sales and Education in/DionneMischler DionneMischler
- 35. CopyrightInsideSalesbyDesign2014-2017 Dionne Mischler Founder, Inside Sales by Design AA-ISP OC Chapter President in/DionneMischler Dionne.Mischler@InsideSalesbyDesign.com @DionneMischler
Hinweis der Redaktion
- What Iâm going to share has had my teams finish 120%+ of goal; taken reps from 10-30% close; had a team finish 400k over goal; take a team from 0 â 1m in 9 months.
- What Iâm going to share has had my teams finish 120%+ of goal; taken reps from 10-30% close; had a team finish 400k over goal; take a team from 0 â 1m in 9 months.
- Manager manages the process and doesnât provide any more value. Leader makes changes for the better.
- Itâs not about you. Itâs about making your team successful. How do you do that? What does a day to day look like?
- What are your company goals? Is your sales team aligned to company goals?
- This is also what I call the Sales Infrastructureâą
- This might be what it looks like to operationalize your culture. How do you take the feeling and codify it so people can work it?
- Why does that matter? AA-ISP Top Challenges Report & Trends from 2015 On-going Speed Industry & Product Focus Time as an issue: setting aside the time to properly train and focus Gallup - engagement The leader. Yep, I said it, itâs the leader of the group that can make or break success. Hereâs why: according to a recent Gallup poll, Managerâs account for 70% of an employeeâs variance in engagement. Wow. Also according to Gallup, an engaged workforce outperforms itâs less engaged counterparts by 147% per share. Staggering.
- Hiring/Training/Onboarding
- Keys to keep in mind when youâre building out. Youâre putting action behind your framework. Your build out should answer the question(s): How do I? (Make calls, open a conversation, deliver a high quality demo, etc.) How do you? What does good look like? How do you measure? How do you know success? Can your team self-drive? If there was not training team, can a new hire start and âget thereâ just reading/using your documentation?
- Talk about jd description, hiring, etc.
- Assimilation into your Company culture and Team culture; along with goals. Your overall onboarding program will depend on your company, product, role and overall complexity. Some good things to measure when onboarding: ability to capture and say company VP in own words both verbally and written. Mock sales calls go extremely well. Back in the day, the question was, can a kindergartener or 5th grader understand what you do? Now, the question is, if you were to explain to your parents what you do, would they understand? Some organizations are putting in certification programs. If youâre not there yet, recommend setting a weekly cadence with your new hires with a definitive 30 day expectations. I worked for a MSFT partner with 5 practice areas. The onboarding program I designed was 30 days of immersion before they were allowed on the phones. It was drinking from the fire hose â reading, reading, reading, and meeting with me twice a day to review. Went from me to 10 and 18 million dollars. If youâre a transactional company, maybe you need 10 business days. Teach the product and then the value proposition.
- This is NOT HR onboarding. That should actually be called Employee Orientation. Begin with the end in mind. Where do you want your new hire to be at the end of week 1, week 2, week 3, etc. Again, sales is about revenue. What happens when your people are onboarded appropriately, all departments have a stake in revenue generation.
- As a professional, ongoing training is a must. It is for teachers, doctors, lawyers, insurance adjusters, etc. Not saying you have to embrace each and every new fad that comes out b/c sales has always been and always will be about the art of conversation. Training is about staying sharp. If youâre an athlete and work out twice a day in high school, then you go to college, get married, have kids, and work 60 hourse a week â guess what youâre not able to doâŠeverything you did in high school. BUT, if you still worked out at least once a day, over the course of the next 20 years, youâd still have some game. Maybe not as fast and sharp, but youâd still have game. Keep your sales saw sharp! Helps drive recruitment, retention, and the customer experience. Letâs briefly talk about all of those. Recommend a Training Editorial Calendar For example, I create a Sales Training Editorial Calendar and populate it with my team. And share with other departmnents. Do you have training or sales enablement?
- If you take nothing away, I encourage you at least start/continue your 1:1âs. And hereâs how. This is the culmination of all these efforts so far. and our example 1:1 <CLICK> Take a look at your coursework, youâll see these examples and other dashboard. It all comes together. <CLICK> Activities breed outcomes and data doesnât lie. Alignment is super important here. Training your people to talk the talk and walk the walk is critical. Circle back to the sales playbook session â see how it all comes together? Having the data at your fingertips also helps in crafting your business case for money requests for sales tools. More to come on that in the next session.
- Letâs talk about reporting. And before starting your planning process; keep this phrase in mind. Feelings and what we like, donât matter. Data and actual evidence from our customers is the key in making decisions. The data will guide us in allocation of resources and time. Ultimately, keeping our Cost of Sales low while bolstering sales.
- Hereâs why this is important: Professionals have probably 9 different coaches. Your reps have you and each other. This is the easiest way to reinforce!!!!