Most senior B2B sales executives believe the most important driver to achieving their revenue targets is tied to the productivity of their existing sales representatives.
It only makes sense that if you can get more of your salespeople achieving quota, then making the revenue target is easier.
However, according to CSO Insights, half of all salespeople missed quota in 2016, and that's consistent with similar studies by other research firms over the past few years.
In other words, getting more productivity from your salespeople is an easy thing to say, but not necessarily an easy thing to do.
Inside sales organizations that are making their number, you'll find the percentage of salespeople making quota is north of 70% and deal win rates are 70% or higher.
We've observed three fundamental differences with sales leaders who make their number more often and those sales leaders who struggle.
1. They identify the sales "DNA" of their top performers
An incorrect B2B sales hire is costly to the financials, management productivity and overall morale. It's important to identify the specific skills and behavioral attributes that are required to succeed in your organization.
It's also imperative to isolate the behavioral markers of your top performers so you can make better hiring and coaching decisions.
Evaluating talent based on performance and experience alone isn't enough.
Be sure to blend observation with sales assessment tools so you can get a full picture of your existing and potential sales talent.
We utilize Wiley's PXT Select assessment tools that allow us to effectively assess and design a unique performance model for each sales role in an organization.
We use these assessment tools in combination with evaluation tools to prioritize behaviors that are most critical for success.
2. They have a consistent "rhythm" to sales coaching
We spend a lot of time with salespeople and sales managers. The organizations that have a strong track record of success focus on coaching and personal development.
Developing a coaching culture comes down to defining the skills and behaviors needed to be successful so front-line sales managers have a "true north" to coach toward.
Without developing a good sales process and formalizing the most important attributes required to succeed, coaching priorities are inconsistent at best.
Lastly, a strong coaching culture has consistency with regard to the structure and timing of one-on-one meetings.
Less time is spent on reporting information and more time is focused on problem solving and professional development.
3. They pursue big deals in a consistent way
Making quota comes down to winning deals, especially the big ones. Reflect on a year when a salesperson or sales team made their number.
It almost always comes down to 1 or 2 big deals or big customers that made the difference. Those sales teams who have higher win rates on their deals make their revenue number more often.
Top performing teams implement and leverage a deal pursuit framework so they can be efficient and effective in how they get after big deals.
This approach gives them a common language and a method to assess their position in a deal, enable collaboration and coaching for ultimately better action plans.
As a sales leader, this commitment to hiring smarter and coaching better can be the most fulfilling aspect of your role and the biggest contribution you can make to your team, company and to your professional legacy.
Check out the graphic below, and start edifying and equipping your sales team for success.
Here are three key resources to help you gain traction on the development of your team.
Action Step #2: Schedule and prep for your one-on-one meetings with your sales team. http://www.slingshotgrowth.com/news/why-one-on-one-meetings-dont-work-with-your-sales-talent
Action Step #3: Investigate sales methodologies and deal pursuit strategies. http://www.slingshotgrowth.com/improve-win-rates-on-your-must-win-deals
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