This document provides an overview of developing sales talent and outlines sales capability challenges. It discusses maintaining and growing a sales team by developing an appreciation of the challenges, providing a minimum viable sales development process, and giving tactical coaching tricks. It then describes different levels of sales capability from apprentice to master and provides example development pathways and requirements for sales development representatives and account executives over time periods of months. Key aspects covered include product and company knowledge, sales processes, skills like qualifying leads and objection handling, and performance metrics. The document emphasizes regular coaching, building a culture of coaching, and loving your sales team.

1. DevelopingSalesTalent
Paul Kenny

2. Help me out
here
3-5 Sales
Capability
Challenges

3. 2

4. AQuick
Overview
1. Develop you appreciation of the challenges of maintaining and
growing your SalesTeam.
2. Provide you with a minimum viable sales development process
for building your team
3. Give you some tactical coaching and training tricks that you can
apply right away to help get the best from your sales talent.

5. Some
everyday
truths

6. Sales is not
one thing serve
nudge
educate position
persuade
consult
contract
rescue

7. You have to
know what
type of selling
you want to be
good at.

8. Sales-ability
Sales PersonWanted
Must be………………………

9. Sales-ability
Hungry Competitive Caring Empathetic Listener
Customer Focused
Persuasive Enthusiastic Self Confident Knowledgeable
Determined Networking Resilience Multi tasking Honest
Adaptable Passionate Communicator EngagingCommunicator Thorough
Ambitious Strategic Creative Patient Opportunistic Credible
Honest Trustworthy Loyal Problem Solver Motivated
Responsive
Goal Oriented
Collaborative Self Aware
Eloquent Intelligent Tech’ Savvy HardWorking Dependable

10. You have to
find the right
words to
describe sales
capability

11. Selling is a
human process

12. Success driven
by………..
HUMAN PROCESS
Idiosyncratic
Ego driven
Prone to moods
Emotional
Variable
Clear Steps
Best practice
Manageable
Cyclical

13. Knowledge
(Working)
Mindset
(Beliefs)
Skills
(Applied)
Product
Customer Competitor
Process
Customer
Goals
Belief in Self
Belief in
Business
Belief in
Product
Opportunity
Engagement
Discovery
Demonstration
Deal Making
Resistance

14. Selling can be
seriously Ego-
depleting
Willpower operates like
a muscle that can be
exerted. Studies have
found that tasks
requiring self-control can
weaken this muscle,
leading to ego depletion
and a subsequently
diminished ability to
exercise self-control.

15. Experience is
not the same
as capability
“Some people
have ten years
of experience
to offer, others
have 1 year of
experience ten
times over”

16. Sales People
operate at
different
capability
levels
Apprentice Journeyman Master

17. FullStack
Product & Service Sales
Account Sales
Strategic Sales

18. Predictable
Revenue
Outbound
Inbound
Account
Executives
Account
Managers
Qualifiers FarmersClosers
Lead
Identification
Smarketing

19. Think
Development
Level s
Apprentice Journeyman Master

20. 4 Levels of
Sales
Development
Mastery
Delivering
Scaling
Building
Salespeople are so skilled, their competence so
assured, that they are considered to be the
best role-models/mentors/coaches for new
salespeople.
Salespeople are working independently,
delivering their targets and performance plans.
Their skills should be ‘hardwired’ and they
should be capable of managing a sale from first
contact through to close.
This is the process of populating the pipeline
and engaging with customers. Salespeople
should become capable of creating and
executing a sales plan.
The aim is to ensure that sales staff have the
appropriate levels of product knowledge, core
sales capability and an understanding of how
the business approaches its marketplace.

21. Create solid
core
foundations.

22. What do I need
to be able to
do to meet
your
expectations?

23. Questions
sales people
need answers
to
1 How we win customers……… Who are our customers and what is their journey?
2 The Elevator Pitch How do we position our product in the marketplace?
3 Preparing and delivering contact
campaigns
How do we generate prospects and analyse your leads?
4 How to secure a Discovery call How to convert “suspects’ into “prospects”?
How to sell our sales process?
How do we qualify and close meetings and demos?
5 How to conduct your Discovery Call How do we make the most of the Discovery process?
6 How to Demo your solutions What does a good demo look and sound like?
7 How to build your internal network Who do I need on my team to deliver deals?
8 The Psychology of Persuasion What are our best customer stories?
How do I deliver our key messages?
9 How to handle objections How do I respond to resistance and delay?
10 How to close How do I create urgency to buy and gain commitment?
11 Building Value How do I follow up on a sale and identify new
opportunities?
How do I build strong relationships?

24. Timeline Month 1 Month 2 Month 3 +
Capability Level Building Scaling Delivering
Development Requirements • Product Knowledge
• Company Knowledge
• Market and Competition
Knowledge
• Sales Process knowledge
• Preparing and developing contact
campaigns
• Initiating contact with Inbound
Enquiries
• Initiating contact with Outbound
“suspects”
• Qualifying leads
• Conducting DiscoveryCalls
• Selling the next step
• Gaining commitment to move to
Demo and AE handover
• Handling Objections
• Pipeline Management
• Optimising active sales time
• Refining new contact campaigns
• Improving conversion rates (from
contacts to prospects)
Measures Learning & Capability Call quality, conversion rates. Performance against target
Training Required • ProductOrientation
• Business Overview
• Marketplace Orientation
• Overview How we sell xxxxxx
• Elevator Pitch
• Core sales skills
• Core Sales skills (cont’d)
• Objection handling
• How to hand over deals toAE
• Regular Performance Coaching
SDR Development Pathway

25. Timeline Month 1 Month 2-4 Month 4-6 +
Capability Level Building Scaling Delivering
Development Requirements • Product Knowledge
• Company Knowledge
• Market and Competition
Knowledge
• Market Sector/Vertical
knowledge
• Sales Process
knowledge
• Preparing and developing contact campaign
• Identifying and optimising the right events
• Identifying and initiating contact with decision
makers and decision influencers (outbound and
inbound from SDR)
• Conducting DiscoveryCalls
• Building an internal network of resources and
relationships across all global offices
• Presentations with C-level stakeholder
• Demonstration Skills
• Conduct stakeholder demonstrations (Using
TAMs Presales & Deals Desk)
• Pipeline Management & Forecasting
skills
• Negotiating and closing deals with
all key stakeholders
• Identifying new opportunities with in
the account
• PreparingAccounts for handover to
CSM/AM teams
Measures Learning & Capability Pipeline Progress Performance against target
Training Required • ProductOrientation
• Business Overview
• Marketplace Orientation
• Overview How we sell
xxxx
• Elevator Pitch
• Core sales skills
• Core Sales skills (cont’d)
• Objection handling
• Negotiation Skills
• Network Management Skills (internal and
external relationship management)
Regular Performance Coaching
Sales Story Updates
Account Executive Development Pathway

26. Build a culture
of coaching.
What did you achieve this week /month Data
What did you do to produce this result & what did
you learn?
What will you do next week/month
Insight
Action

27. Challenge Quiz Brainstorm Real-play Casework Debate Review Coach
Cheaper
Competitor
High Perceived risk
/inconvenience
We sound “flat”, just
like every other player
in the market

28. Strong Core /Training Platform
Regular Sales
Coaching
FrequentTactical
& Creative
Responses

29. Love your
SalesTeam.
Paul@oceanlearning.co.uk
@paulkennyol