Audio Series: Interviews from Set Up To Win Topics Covered In This Interview (6:01 Minutes)
Do you know exactly who your ideal customer is? Have you developed accurate customer personas? Many company leaders may say something like: "Of course we do! We sell to tech companies." But do they understand which people have a stake in the decision-making process at one of those tech company clients? Who actually makes the final decision? As you can tell from this simple example, staying at the surface level of who a customer is inevitably results in knowledge gaps for marketers and salespeople alike. Perhaps just as bad is when everyone on an integrated team has completely different ideas about what their target consumer looks like. (For instance, are "tech companies" SaaS companies or IT service providers... or both?) Without having clearly defined and detailed customer personas to help you focus your efforts, misalignment is all but guaranteed. Put another way: you may reach out to the wrong people, with the wrong messaging, while promoting the wrong product. On the other hand, when you have that clear-cut customer persona in front of you, everyone on your team will be in a much better position to succeed. Your sales reps will understand how and why your customers interact with your brand. Plus, they may even be able to answer customer questions before they ask them. And your marketers will be able to craft highly targeted and compelling content — content that generates conversions. The Groundwork for Creating a Hyper-Specific Customer Persona There is a basic three-step system that will help you narrow down which customers you should pursue in the first place. Here is what it involves:
Why Flexibility Is Key At times, your ideal buyer may need something you didn't foresee. Even if the discovery initially catches you off-guard, once you have that information in hand, you can use it to pivot your strategy and create more effective marketing materials and sales pitches. Keep a close eye on how your marketing campaigns perform after you've created a new customer persona. Are you generating as many leads as expected? Are those leads converting, or is there a bottleneck somewhere in the sales funnel? Don't be afraid to go back to the drawing board if it's obvious that your messaging or offering doesn't align with customer needs. You may be selling to the wrong people, or may just need to tweak your offering to resolve a more specific problem than you'd anticipated. Of course, communication between your sales and marketing teams is absolutely imperative if you want to maintain your flexibility. Be especially sensitive to the risk points that leads may express concern over — your ability to sell your offerings to them depends on your ability to address those risks. Paint a Detailed Picture of Your Customer Personas When you begin to develop customer personas, you want to make it as realistic and detailed as possible, even to the point of choosing a stock photo to go along with the fictional name you've selected. A good starting point may be thinking about one of your current customers who fits the mold of an ideal buyer. Perhaps you can ask your sales team about them, or even interview them personally. Then, you'll be able to leverage your knowledge of that customer, along with some historical data, to create a persona that effectively mirrors real life. Spend some time imagining your customer persona's profile and general characteristics. As you develop the persona, drill down as far as you can go in terms of personal demographics. For instance, you may want to think about distinctive elements like:
Of course, there's no need to go overboard with your customer persona: you're a salesperson, not a Russian novelist! Still, the more relatable you make it, the easier it will be for your sales and marketing team to identify with and adapt to your target consumer. It certainly takes some effort to identify and define your ideal buyer. But at the end of the day, doing so is a major step toward improving your company's sales performance and forging long-lasting, mutually beneficial relationships. Learn More A healthy relationship between sales and marketing is vital to an organization’s success. Dive deep into this effective strategy in a new book called Sales & Marketing Alignment. If you'd like more insights on how you can improve your sales leadership, contact us. Or sign up for our newsletter for more valuable resources. Audio Series: Interviews from Set Up To Win Topics Covered In This Interview (7:27 Minutes)
Are you using the Revenue Equation? First, let's cover why it's important. In order for any sales and marketing tactic to work at maximum effectiveness, it must be implemented within the context of an overarching strategy. Simply put, you need to determine where your business is right now and where you want it to go. Then, develop a plan to get from point A to point B. That's your strategy. Many sales and marketing teams pull the trigger on key decisions without having a clearly defined strategy in place. On the other hand, the most successful companies out there adhere to their core strategy in all major sales and marketing decisions. They have a firm grasp of what their sales strengths and weaknesses are and deploy their tactics accordingly. At the end of the day, your company's strategy will determine the ultimate success of your sales and marketing efforts... which in turn will determine whether you hit your revenue and profitability goals. Thus, the ability to identify strengths, weaknesses, areas of misalignment, and adjustments that are "low-hanging fruit" is vital to sustainable success in your sales and marketing integration journey. You may wonder: Okay, I understand all that, but how can I effectively identify those things and then make the needed changes? This is where an exceptional tool comes into the picture: namely, the Revenue Equation. Why the Revenue Equation Is So Powerful The Revenue Equation is a framework for sales and marketing organizations. It's an assessment designed to help understand the root causes of sales and marketing problems. Ultimately, the goal is to create systems that will solve those problems. The true power of the Revenue Equation kicks in when all the stakeholders in an organization (specifically, leadership, management, and sales/marketing team members) get on the same page. When everyone in a company has a clear, shared understanding of what needs to happen moving forward, then everyone can work as a team to turn that vision into a reality. I talk more about the Revenue Equation in this recent audio interview. How the Revenue Equation Works The Revenue Equation consists of three core factors that paint a comprehensive picture of what's needed for revenue stabilization and growth. These three factors are:
For each factor, you'll need to assess where your company stands at the moment, especially in comparison to where you want it to stand. Everyone in your company should take part in this assessment. Remember: you want all stakeholders to be on the same page. With that in mind, let's briefly list some questions that your assessment should include, taking it one factor at a time: 1. Foundations How well defined and understood within your organization are:
2. Design How well defined and used within your organization are:
3. Infrastructure How well defined and used within your organization are:
As you implement the above assessment throughout your company, you may indeed find several areas of opportunity that need to be addressed. However, don't forget about the flip side of the coin: you'll no doubt also identify several sales strengths that your organization possesses — advantages that your competitors may not have. So the Revenue Equation is not only a great way to identify bottlenecks in your sales and marketing process that is hindering progress; it's also a wonderful way to remind yourself of and solidify those aspects of sales and marketing that your team already does really well! How the Revenue Equation Can Lead to Strategic Success It should be noted that the Revenue Equation is not a "one and done" type deal. It can (and should) be refined and redeployed over the course of time, as your company grows and adapts to new opportunities in the market. Leveraging the Revenue Equation in such an intentional way can create accountability, increase efficiency, and optimize performance throughout your organization. It will help your sales and marketing teams become (or stay) aligned, and develop greater clarity around their role in propelling your business forward. Let's briefly review what you can do to leverage the Revenue Equation into a sustainable growth driver:
It's true that investing in strategic development can be time-consuming at first, and it may be tempting to "skip ahead" to sales and marketing tactics. However, using the Revenue Equation discussed above can lay a solid foundation for all of your future sales and marketing efforts. It can help align all departments within your organization and ultimately improve your sales performance. Ultimately, it will increase sales! Learn More A healthy relationship between sales and marketing is vital to an organization’s success. Dive deep into this effective strategy in a new book called Sales & Marketing Alignment. If you'd like more insights on how you can improve your sales leadership, contact us. Or sign up for our newsletter for more valuable resources. Audio Series: Interviews from Set Up To Win
Topics Covered In This Interview (4:59 Minutes)
Any business leader worth their salt wants the company's sales and marketing teams to function at peak performance. However, this won't happen automatically; the leader needs to be a leader in several vital areas before the teams will follow. Buy-in starts at the top, and management's words and deeds are what set the tone for the rest of the organization. With that in mind, here are six key ways in which leaders can contribute to improved sales and marketing performance from their team members: 1. Show Respect This is a fundamental step in optimizing your team's performance... one which sadly goes neglected more often than not. It's important to understand that your marketers and sales reps are "subject-matter experts" when it comes to prospects' pain points, concerns, and values. They have experience in offering targeted solutions that guide leads through the sales funnel and toward a final purchase decision with your brand. That experience — that expertise, hard work, and passion — must be respected by leadership. Make it clear to both your sales and marketing teams that you understand how they are directly contributing to the company's mission, vision, goals, and ultimate success. Vocalize your appreciation for their efforts. By simply filling this basic human need — the need to feel respected and valued — you're already setting your teams on the right path, and motivating each member to give their best, even toward the most ambitious revenue goals. 2. Support Teamwork Do everything you can to push back against collaboration's silent killer: the "silo mentality." Sales and marketing experts may be able to accomplish quite a bit apart from each other, but that pales in comparison to what they can accomplish together. For that reason, aligning your sales and marketing teams toward a common vision and goals should be a top priority on your leadership agenda. Set up processes that promote communication and collaboration between the two teams, such as regular interdepartmental meetings. Communicate with team leaders in joint strategy sessions. Do what you can to walk the walk, and your managers and team members will fall in line. 3. Ask for Feedback (and really listen to it) What if your departments aren't performing to expectations? The quickest and most effective way to uncover sales and marketing roadblocks is to seek feedback from your teams. Ask questions, and pay close attention to the answers. It may be enough to seek feedback from team leaders, but at times you'll need to get feedback from the entire team. Your sales reps in particular can help you understand what prospects truly want, and why deals may not be closing as expected. These team members are "on the front lines" when it comes to customer interactions, and they can function as the de facto eyes and ears of your organization. Be willing to tap into their knowledge and experience, especially when contemplating major strategic changes. 4. Promote and Drive Ongoing, Integrated Training Interdepartmental collaboration is one vital aspect of proper alignment between sales and marketing. For most modern organizations, integrated training on sales and marketing tools is another. It's vital that your sales reps and marketers understand how to use such tools effectively — whether it's a new lead database, a CRM, or an email automation platform. They also need to understand how their activities with these tools play into the bigger picture. For example, when exactly should a marketing-qualified lead (MQL) transition into a sales-qualified lead (SQL)? And what steps need to take place in order to implement and document that transition? In this regard, it may be best to remove training silos within sales and marketing and bring the teams together for integrated learning sessions. 5. Focus on Results and Watch the Numbers As you implement alignment between sales and marketing, you'll be asking team members to track specific KPIs for the sales and marketing processes over which they've taken ownership. When it comes to these numbers, balance will be needed on your part: you'll certainly never want to fall into the trap of micromanagement, which is both inefficient and counterproductive. At the same time, as a leader it's your responsibility to regularly and methodically review these KPIs within the context of the company's larger goals. By keeping an eye on key metrics, you'll be able to spot any bottlenecks (or potential bottlenecks) in your sales and marketing strategy. You'll also gain insight into which team members could benefit most from constructive feedback. At the end of the day, it's important for sales and marketing leaders to remember that they're working toward an overarching objective, and are getting consistent support and direction from proactive leadership. 6. Celebrate Wins... and Have Fun! In many ways, sales and marketing teams can be compared to sports teams. For instance, both work toward common goals. In order to be effective, both require hard work from individual members, along with a clear understanding of their specific roles. And both can achieve visible, measurable success ("points scored," if you will). There are many ways to "score points" in sales and marketing. No matter how you keep track of those points, it's important to occasionally step back and celebrate the wins — all the times your company has experienced some type of success from the efforts of your team members. Take advantage of these opportunities to acknowledge the work of your team, and express your appreciation for them. There will always be room for improvement; but taking a moment to look at what you are doing right is great for team morale, and a driver for future success. When it's all said and done, sales and marketing performance has a direct relation to qualities that any leader can develop: understanding, respect, empathy, consistency, and trust. By holding the vision of sales and marketing alignment, seeking feedback, and demonstrating your respect and appreciation for the efforts of each team member, you'll undoubtedly see improvement in each department's performance. Momentum will gradually build, and your company will be set up for sustainable success for years to come. Learn More A healthy relationship between sales and marketing is vital to an organization’s success. Dive deep into this effective strategy in a new book called Sales & Marketing Alignment. If you'd like more insights on how you can improve your sales leadership, contact us. Or sign up for our newsletter for more valuable resources. Audio Series: Interviews from Set Up To Win
Topics Covered In This Interview (2:20 Minutes)
If you've read our previous posts on this subject, then you know why sales and marketing alignment is such an important component of sustainable business success. Perhaps the main question you're wondering now is: To what extent are my sales and marketing teams aligned right now? It's important to understand how your business is currently doing in this regard. After all, if you don't know where you are, then you'll never get to where you're going! With that in mind, here's a checklist to determine just how aligned your two departments really are, and how far they may have to go: The Sales and Marketing Alignment Checklist Company Leadership
How Is Your Company Doing With Sales and Marketing Alignment and Integration? After reviewing the checklist above, do you see specific areas in which your company could improve? Perhaps top-level leadership could take a more proactive approach to the alignment and integration process; or maybe team managers need some more encouragement to schedule collaboration time with their counterparts in the other department. Whatever the case may be, this checklist can be a great starting point to figure out which areas deserve the most attention. It's really hard to overstate how important alignment and integration are to your organization's long-term success. These are key drivers for growth and productivity across the board, for both your sales and marketing teams. When your teams are well-integrated, and in alignment, they'll communicate and collaborate effectively, come up with innovative solutions together, and ultimately engage with customers in the most effective way, at the right time, and with the perfect message. Alignment Creates Momentum Simply put: sales & marketing alignment creates momentum. That's why all the major stakeholders within your organization need to work towards this goal. From your executive suite down, every member of your team must rally around this concept that sales and marketing are not separate entities, but two halves of the same whole. While internal conflict can kill momentum and stifle performance, the momentum generated by sales and marketing alignment will continue to build with each passing day, and add exceptional value for your company. At the end of the day, sales and marketing alignment and integration are huge factors in improving your business' overall sales performance. So review this checklist, compare the items with what your company is currently doing, and look for ways to bridge any gaps. You and your team members will be happy you did so! Learn More A healthy relationship between sales and marketing is vital to an organization’s success. Dive deep into this effective strategy in a new book called Sales & Marketing Alignment. If you'd like more insights on how you can improve your sales leadership, contact us. Or sign up for our newsletter for more valuable resources. Audio Series: Interviews from Set Up To Win
Topics Covered In This Interview (11:37 Minutes)
In the business world, there are two types of leaders. The first one says: "Do what I tell you to do." This type of leader expects his or her team to toe the line, keep in step with the organization's game plan, and deliver results... whether those team members feel supported in this endeavor or not. The second type of leader says: "Do what I'm doing." This kind of leader sets the tone for the rest of the team, not just by words, but by actions. They walk the talk; they lead by example. How does this relate to sales and marketing integration? Simply put, sales and marketing integration starts at the top. If leadership is fully committed to integrating the two departments and proves it through word and deed, mid-level managers and team members will follow the path that's been forged. The big question is: Which type of leader are you? Your answer to that question can make all the difference when it comes to your company's success (or lack thereof) in creating synergy between the two departments. Let's talk about why sales and marketing integration really does start at the top, and some important ways you can support this goal in your role as a leader. It All Starts With a Leader's Mindset The seed of successful sales and marketing integration is the right attitude. Leaders need to recognize within themselves that this should be a top priority for their organization. They also need to understand that this integration process isn't going to happen overnight. Just as it may take months or even years for a person to meet their fitness goals, it may take quite a while for a company to achieve a healthy synergy between the two teams. Leaders who have a sustained commitment to this new paradigm are willing to provide consistent support for their team members. They're willing to "hold the vision" for sales and marketing integration, and fight the inertia that could cause some stakeholders to revert to old ways. The right mindset is the first key to unlocking the power of an integrated approach. Leaders Can Break Down Internal Barriers There may be internal pushback on the idea (or at least the implementing) of sales and marketing integration. Sometimes leaders have to overcome a deeply entrenched negative viewpoint about one department or the other... and sometimes those negative thoughts come from the leaders themselves! For instance, because of a leader's background, he or she may be inclined to think that one department is more important than the other, or should take more of the blame when revenues dip. In some cases, the hardest barriers to break down may come from your marketing and sales managers. They may be reluctant to share metrics and projections with a team they've always considered their "rivals." They may be afraid that they'll be called to task if something goes wrong. It's up to you as a leader to assuage their (sometimes legitimate) concerns, and build that bridge between the two teams. If you build the bridge the right way, it will bear the weight of everyone in both departments. Follow-Through Begins at the Top Once the mindset has shifted and the barriers have been broken down, leaders must consistently and repeatedly commit to the strategy and processes that make integration successful. They need to give the time, financial support, and freedom to their teams that are necessary for developing truly integrated strategies. It's not just about a joint meeting once every couple of weeks; it's about open lines of communication that feed a genuinely collaborative workflow. Once again, leaders who "walk the talk" will see the best results. They need to proactively manage this paradigm shift, even if they can't oversee every detail. This could involve coordinating and conducting joint meetings, or having frequent one-on-one sessions with team leaders. Put another way: if you want the vision to take root, you'll have to do a little bit of digging yourself! Actionable Steps You Can Take What are some practical ways you can support an integration initiative? Here are three specific steps to take: 1. Evaluate your own attitudes and behavior. It may be challenging to take a long, hard look at the person in the mirror, but it's often the first step towards accomplishing your goal. Ask yourself the tough questions about your own attitude towards either the sales or marketing team (or both). For instance: do you or your colleagues view either team as lazy or negligent? Do you support sales and marketing in theory, but without providing practical support? Here are some other probing questions to ask yourself:
2. Practice empathy with your sales and marketing teams. Put another way: spend some time walking in their shoes. Listen to them — and listen to understand, not to respond. Explore reasons for any barriers between the teams, and analyze how each team (and each professional on the team) adds value to the company. This type of empathy is at the heart of any successful sales and marketing alignment, in part because it allows you as the leader to put each team member in the right role for them, and therefore set up both teams for success. 3. Build bridges, not fences. It's all too easy to play the blame game when adversity strikes. However, as the leader, you must be alert to channel energy towards solution-oriented goals, not finger-pointing. Help both teams see collaboration as a non-negotiable priority. Work with your sales and marketing managers to create integrated strategies and processes with clear owners. Create a working environment where root problems are attacked, instead of fellow employees. At the end of the day, whether your company enjoys effective sales and marketing alignment depends to a large extent on whether you, as the leader, are doing your part. If you are, you can realistically expect to see gradual improvement in team integration, and better sales and marketing performance across the board. Learn More A healthy relationship between sales and marketing is vital to an organization’s success. Dive deep into this effective strategy in a new book called Sales & Marketing Alignment. If you'd like more insights on how you can improve your sales leadership, contact us. Or sign up for our newsletter for more valuable resources. Note - This is one of my favorite interviews, especially if you are looking to learn how to bring out the best in your sales team.
Leadership sets the tone for sales and marketing. Buy-in from leadership is an absolute must if sales and marketing alignment is going to be achieved. Unfortunately, many executives unknowingly sabotage their teams. For example, this can happen either by focusing on pathways to growth that end up as illusions or by giving too much emphasis to one department over the other. If you identify with any of the scenarios discussed below, it may be time to shift your company's (and maybe even your personal) mindset. The good news is if you're willing to do so, you can become a change agent within your organization and help get the ship back on course. Leadership Perceptions Derail Sales and Marketing Integration C-suite leadership is primarily concerned with promoting growth and increasing profitability. However, there may be a wide variety of opinions among company executives regarding the right direction for their organization. Here are just a few examples of how leaders can unwittingly undercut their own potential for growth:
Cutting Costs vs. Promoting Growth What's the common thread that runs through each one of these viewpoints? It's an emphasis on cutting costs rather than promoting growth. Saving on expenses and streamlining sales and marketing processes is great. However, inaccurate perceptions from an organization's leadership can potentially drive a company into the ground. The fact is that both sales reps and marketers have to work hard to get their jobs done properly. Salespeople must be determined, great at communication, and able to relate to and truly connect with prospects. Marketers must ensure that consumers have a favorable first impression of the brand. Their goal is to keep your brand top of mind when consumers make purchase decisions. Sales and marketing roles both require highly specific skill sets. And when your sales and marketing teams align with one another, those skill sets blend and help your company perform at its very best. Is Leadership Inadvertently Hindering Sales and Marketing Synergy? Is senior management accidentally smothering opportunities for growth among your sales and marketing teams? Here are a few key questions you can ask to find out:
In many cases, the root of the issue comes down to trust. Many managers struggle with trusting their sales and marketing teams. They want to see results without considering the processes ultimately responsible for those results. They may believe their job is to micromanage every aspect of sales and marketing — instead of setting clear guidelines and letting team members develop creative solutions within those guidelines. Interestingly, both leaders with a strong background in sales and marketing and leaders without that background can fall into a pattern of undervaluing those two departments. For example, a leader who made a name as a star salesperson may not be skilled at managing a sales pipeline from end to end. Or that leader may not appreciate the critical role that marketing plays in feeding that pipeline. On the other hand, leaders without strong sales/marketing backgrounds may subscribe to the notion that their products can "sell themselves." They may be more interested in cutting costs than understanding how highly skilled and trained sales reps can contribute to sustainable growth. 5 Signs That Leadership is Killing Sales What are some common symptoms that indicate your company's leadership is actually killing sales and marketing alignment? Here are five indications that should be red flags: Leaders build or reinforce a culture that undervalues sales and marketing efforts. This may be subtly indicated by internal messaging that focuses almost exclusively on product features, instead of acknowledging individual efforts by marketers and sales reps. Leaders don't see the point of spending money on sales and marketing initiatives. If senior management is more inclined to cut budgets and personnel for your sales and marketing departments as opposed to giving them the resources to succeed, that's a major indication that a mindset shift is needed — and soon! Leaders choose quick fixes instead of long-term solutions. Sure, the outsourced sales company may be 60% cheaper than your current payroll. But will those workers effectively explain your brand's unique value proposition (UVP)? How many potential customers will your company lose? And how many current customers will stop doing business with you? Leaders argue against investment in integrated technology solutions. Here again, the emphasis is on keeping costs low instead of actively investing in assets that can contribute to sustainable growth for your sales and marketing teams. Leaders perceive individual team members as interchangeable commodities. The simple fact is that not all salespeople are created equal. Leaders must realize that it may be difficult — even impossible — to replace one sales superstar's output with that of five new hires. Such skilled employees should be celebrated and nurtured, rather than treated like another number on the payroll. If you've observed these kinds of actions or attitudes coming from your leadership team, or even from yourself, don't despair! Becoming aware of the problem is the first step toward overcoming it. If you can successfully initiate a mindset shift in your organization, you'll be that much closer to aligning and supercharging your sales and marketing teams. Learn More A healthy relationship between sales and marketing is vital to an organization’s success. Dive deep into this effective strategy in a new book called Sales & Marketing Alignment. If you'd like more insights on how you can improve your sales leadership, contact us. Or sign up for our newsletter for more valuable resources. If you are looking for best practices for you and your sales team – this webinar is great for anyone going to an event to network or running a tradeshow booth. You are also welcome to drop me a message if you’d like the presentation. Enjoy.
On holidays, I like to give the people I care about experiences rather than objects. That’s why, this past Christmas, I decided to set up a dog sled adventure for my family. Not only did everyone have a blast, but I also ended up giving myself a fantastic metaphor I can now use to help clients build successful sales teams. I am in no way a champion dog-sledder, and I don’t plan on racing in the Iditarod anytime soon. We were there for the ride, taking a backseat to the professionals. When I say professionals, I’m not just talking about the human musher who steers the sled. I’m talking about the dogs, too! Sure, I had assumed they were all talented animals, but I had no idea how good they were at their respective jobs. A Successful Sled Team is Like a Well-Functioning Sales Team During our journey through the snow, I couldn’t help but make the comparison in my head to a well-functioning sales team. On a successful sled team, dogs of various sizes, strengths, and experience levels are placed according to where they excel. The same should go for a sales team. Everyone has different proficiencies, and when you put them where their talents can shine the most, you can pull through to your destination even over tough wintry terrain. Lead Dogs Set the Standards
The front line of the team is the lead dogs. They are not always the fastest or the strongest. Instead, they tend to be the most experienced and knowledgeable, having run in multiple positions on the team over the course of their careers. They know the cues, they know where they’re headed, and they know how to demonstrate that expertise to the dogs behind them. In the same way, your superstar salesperson, the one with the highest numbers, isn’t usually the best choice for a sales manager. You need someone seasoned who knows the path and how to point your people in the right direction. Point Dogs Are Adaptable The second line of dogs are the swing dogs, or point dogs, who are essential for swinging and pointing the sled where it needs to go. They follow the lead dogs, tracing their steps and using their agility to keep the sled moving. As the second line of the team, they’re also the next up in line for possible leadership. You’ve got people primed for sales leadership on your team, too. They’re full of ideas and good at inspiring the rest of the team to move forward. Encourage their growth and celebrate their skills, and they’ll be pivotal for keeping the team on track. Wheel Dogs Are Powerhouses Wheel dogs take up the back line. They’re the engines, using their strength and speed to get the sled, and the rest of the team, in motion. Their strength pushes the rest of the dogs to operate at their greatest capacity. High-grossing salespeople make ideal wheel dogs, driving the rest of the group and keeping them on their toes. Team Dogs Maintain Momentum Team dogs make up the center of the pack. They follow the first two lines to keep the sled moving, and they let themselves be pushed forward, and faster, by the wheel dogs behind them. Depending on the type of journey the sledders are taking, and depending on the dogs’ energy levels, team dogs can either be switched around on the team, or they can sit the race out. Of course, the sales team members making up the middle of the pack are essential for the organization's health. They’re there to cooperate, to push themselves and others to do their best together. Many leaders wish they could clone themselves or their highest-grossing salesperson, copying their successes in every area. That method doesn’t make for an effective sales team. The one thing sled dogs all hold in common is they know their role, and they play it to the best of their ability. The highest-performing sales teams are made up of people with different skills, tailored to their best use. The sales organizations I see with the biggest numbers, healthiest cultures, highest retention, and most positive outcomes are built like sled dog teams. Salespeople are allowed to thrive where they have natural talents and interests, whether they’re the ones developing and nurturing relationships with clients or enjoying the thrill of pursuing new business. Individuals work well independently and as key team members of a high-performing revenue engine. Put them where they belong. They’ll carry you to the finish line every time, and you’ll enjoy the ride a whole lot more. Learn More About Building a Successful Sales Team A healthy relationship between sales and marketing is vital to an organization’s success. Dive deep into this effective strategy in a new book called Sales & Marketing Alignment. If you'd like more insights on how you can improve your sales leadership, contact us. Or sign up for our newsletter for more valuable resources.
|
Meet Me
Archives
January 2024
Categories
All
|