The Sales

Acceleration
Formula
A Book Review
The Facts
Part 3: The Sales Management Formula
Metrics-Driven Sales Coaching
• Effective sales coaching + Sales Manager ≈ Sales Productivity
• Common management mistake: Putting all the ingredients at once,
and hope to boil a perfect salesperson
• Instead, one skills develop at a time, starts with essentials
• Establishing a coaching culture from managers to executives
• Make mutual consensus of coach plan between manager and the
salesperson
• Map out metrics that boost salesperson the most, and customize
an appropriate coaching plan that suit salesperson best
Metrics-Driven Sales Coaching
• Utilizes data analytics and scientific graphical interpretation to help
categorizing potential thread of improvements
• Team member with fewer leads:
• Overinvestment in unqualified opportunities: review qualification of the leads
• Time management: focus the most time spent tasks, and guide for effective approach
• Personal motivation: identify their personal goals and align with the organization one
• Call reluctance: potentially need a personality shift
• Good lead numbers but with low demo:
• Prospecting depth: need guidance with prospecting tempo with CRM
• Lack of prospecting personalization: probably too much standardized messages
• Trust development on connect calls: possibly inappropriate communication skills
Metrics-Driven Sales Coaching
• One with very less closing:
• Lack of urgency: unable to identify the urgency of the deal
• Lack of decision maker access: not reaching decision making message to the decision
maker
• Digging below the surface pain: didn’t know the pain of the practice
• Really digging in the root cause reflected by the data presentation,
and find the most in need coaching for the salesperson, peeling
back the onion
• At the coaching stage, rather too focus comparing with their peers,
also comparing their own performance from month to month, and
determine the success of coaching to continue motivation
Motivation Through Sales Compensation
and Contests
• A simple, aligned, and immediate sales compensation plan that
designed accord to the stage of business is an effective tool to use
and drive business
• Step 1: The Hunting Plan – double the commission of their client purchase,
with a churn secure period. Simple, clean, hunting oriented
• Step 2: The Customer Success Plan – customer retention was some how
related to salesperson. Rank the salesperson performance into category
and differentiate commission according to rank.
• Step 3: The Customer Commitment Plan – where salesperson able to locate
well of their client group with effective approaches, and products and
services are generally less alarming for improvements, goes to step 3.
Prolong the commission payment according to length of customer’s
subscription. Make salesperson focus concern on every single repayment.
Motivation Through Sales Compensation
and Contests
• Three key factors of an effective sales commission plan
• Simple: A straight forward plan that enable salesperson to always
keep it in mind in every action they does. Don’t required them to use
too much of a calculator, so that they won’t ignore the entire plan
• Aligned: Despite of how you redesign the training or re-strategize
your marketing approach. It is most effective to align salesperson
commission plan according to company’s direction and strategy
• Immediate: When salesperson success, they wants to see their fruit
immediately. If they failed, we should also reflect on their paycheck
immediately. This helps enforcing their behavior recognizing what is
good and what is bad
Motivation Through Sales Compensation
and Contests
• The sales commission plan should involve the salesperson in
redesigning discussion. Otherwise, the commission plan will not
work effectively by the team
• Put them into the position to know why there is need to change a
plan. Then, propose them a plan that was drafted and seek for their
comments. This helps them understand better about the situation,
get them ready for coming change, and keep them transparent to
be part of it
• To protect company’s interest, the revised plan doesn’t go with a
poll. But rather to involve salesperson together in making the
change. Suggestions that are rejected shall discuss and explain in a
meeting together with the rest of others.
Motivation Through Sales Compensation
and Contests
• Setup and stipulate clear on a career development path for
salesperson. Make quantifiable and motivative career path, so
to enable salesperson able to plan better for their own
• Commonly salespersons are competitive, financially motivate,
and goals oriented. Promotional driven will help building
culture that outweigh politics and encourages feedback
Motivation Through Sales Compensation
and Contests
• Contest is a relatively good tool to build behavior and team
culture in short-term for a sales organization
• Align the contest with a short-term behavior change
• Make the contest and prize team-based
• Send out updated contest standings every night
• Choose the time frame wisely and always avoid contest fever
Developing Sales Leaders—Advantages of
a “Promote from Within” Culture
• While developing an internal manager, should rather concern
on leadership skills instead of general sales management such
as: coaching, negative feedback delivery, team motivation,
conflict management
• Develop leadership through a formal leadership curriculum
• Candidates are given cases on one leadership criterion to submit
response
• After submission, complete book reading of the criterion
• Role-play a case with interview to see absorb & development
• Provide negative feedback effectively; managing conflicts with direct reporting;
building team spirit and pride; active listening
Developing Sales Leaders—Advantages of
a “Promote from Within” Culture
• Prerequisite to filter a candidate
• Performance: Not necessarily top performer, but complete goals
• Sales skill roundedness: Assess through evaluation form of abilities
• Leadership potential: Contributes to the team as a team member
• Let management candidates to hire, train, manage new
recruits while remaining their personal sales target. Test their
ability in time management as a coach
• Avoid getting a manager who poorly manage their time in
coaching, act glorified, and gave up new hires too early
The Feelings
Surprise! Coaching is Managing!
• Being honest, it is very new for me to come across the concept
of managing = coaching… At best, I only aware that manager
has the responsibility to guide the members. Part 3 clearly
determine the WHY we performed with gap to expectations,
HOW we should cater with our gap, and WHO is best to suit a
managerial role.
The Focuses
Self-Reflection
• Having to know that a manager role is more of a coach, I
should no longer over-looked the importance of personnel
development. Align with Glodon work approach of three
purposes oriented, getting works done well, summarize into
work methodology, and cultivate others. I must be better
competent in how can I coach the others to be capable in
their work execution, also in their career development
THANK YOU