Rick Page - Make Winning a Habit [с таблицами]

As far as coaching is concerned, we prioritize it. Most of our people have the expertise and can coach a deal, but doing it day in and day out has to be part of your culture.”

1. Assessment—Where Are We Now?

There are two approaches to assessing benchmark strengths and weaknesses. You can use experience and intuition, or you can do a more formal assessment. Or, depending on the amount of time you have, you can do both.

Some weaknesses are immediately obvious to a new manager, and you can begin taking action right away. Sometimes, however, when you have been there a while, the real weaknesses in a sales force may be harder to detect. I’ve been in evaluations where it was obvious that the management had a gut feel for what they needed but really didn’t know because they hadn’t measured it.

This book should help you with an overall organizational assessment scorecard. Assessing individual sales rep talent can’t really be done effectively until you have defined your ideal sales cycle and the skills and competencies that this demands.

The quickest and most effective way to start is with a win/loss analysis by an outside third party. This will give you the quickest feedback on why you are winning or losing and where your fastest returns for improvement lie. All this can and should be completed within 90 days to determine your initial priorities.

2. Start with People—Managers First

To put it simply and starkly: If you don’t get the people process right, you will never fulfill the promise of your business.

Front-line sales managers are the key to any sales initiative. Most managers fail because they stick with poor performers too long. Without sales managers who share your vision and values and who can and will reinforce your process, new hires will be like pouring water into a leaky bucket.

Most successful sales executives have a following of loyal lieutenants whom they can call on in these situations. For those who have burned their bridges, this takes a while longer.

Once front-line managers have defined a new hiring profile for reps, they can begin upgrading the talent, replacing those who can’t or won’t change.

3. Next Is Your Sales Process

If you can’t describe what you are doing as a process, you don’t know what you’re doing.

Third-party methodology vendors can give you a jumpstart in this area, but the outcome should be your own unique best-practice sales cycle for your company and your industry. Your sales technique should include the concepts from the methodology and form the basis of your training effort.

Defining your sales technique also will secure buy-in from your sales managers because it is their own work. The entire coaching discipline hinges on their reinforcement. It should be in both their performance review and comp plan, or you will get no more than a passive effort.

This can become a huge overkill project if you let it. It should be done in less than a week.

4. Positioning—What Do We Say About Us?

Would you persuade, speak of interests, not reason.

As outsiders, when we review sales messaging, we often find unfocused “me too” messages that sound exactly like the competition. Too many features, too few benefits, lack of focus on solutions for buyers, and poor differentiation — all delivered in brochure format to the sales force.

An objective, and often brutal, evaluation of your techniques in this area usually is needed to make sure that you are not “eating your own dog food.” The vice president of marketing’s buy-in here is essential to avoid defense and denial.

5. Creating a Winning Sales Culture — Align the Infrastructure

Priorities in this area include alignment of the new sales process with the rest of the sales and marketing infrastructure.

Unless compensation, rewards, roles and responsibilities, support, and policies are aligned with the new selling process, you will simply increase frustration by training salespeople to sell one way while the rest of the organizational systems incent them to act a different way.

Sometimes your new process may drive new roles for some people. These must be defined clearly and sold internally. Finally, the whole organization needs to support a selling culture as one team. This is where the support of the CEO is not an option.

6. Execution—Level Selling Skills

Some sales managers prefer to address individual selling skills first and then move to competitive strategy. Others prefer to make sure that they are selling to the right accounts and the right people before they focus on developing the skills necessary to create individual preference. Many companies have used two different vendors simultaneously to address these competencies.

These individual-level skills include discovery, listening, probing, linking solutions to pains, vision creation, presentation and writing skills, objection handling, time management, and negotiating, among others. Who needs and who gets this type of skills training should come from the performance review, which should come from your ideal sales cycle. The application of the skills should fall out of your sales strategy for that account. The result is more realistic strategy-based execution skills training rather than generic classes.

Using a single vendor allows a completely integrated strategy and training approach. Whatever the priority, though, both skills and strategy are needed to identify the key decision makers and win their hearts.

7. People and Process First — Then Automate

Why is technology so low on the list of priorities? Because if you take a bad process — combined with weak people — and automate it, you will just accelerate mistakes and frustration.

Joe Galvin, of Gartner, Inc., states: “Sales culture dictates to a large degree technology adoption and that technology alone will not change behavior… Sales productivity will be improved by sales technologies only when it is deployed into a sales culture of leveraging its potential.”

The graveyard of failed sales force automation initiatives has taught us that refining your processes first—selling the right messages through the right people—should precede any sales force automation effort.

8. New Metrics and Feedback for Perpetual Advantage

A transformation demands sustainable change. Too many initiatives wane after the first few months. Sales messages quickly lose effectiveness due to competitive responses. It shouldn’t take a year to find out whether or not a salesperson can cut it, and by the time a deal hits the forecast, it is usually out of control.

Permanent process change to get ahead and stay ahead of the competition requires faster feedback and newer metrics than ever before.

Since not all sales improvement efforts are alike, setting your priorities depends on where your sales force is and where it needs to be. Based on the successful transformations we have observed, we have built an assessment tool to help you compare your organization with the best practices of top sales forces.

Once you agree that your sales force is in need of improvement, where do you start? How do you assess your sales organization in addition to just revenue? How do you identify your weaknesses?

The principals of our firm, all successful sales executives themselves, have worked with more than 250 leading sales organizations worldwide. Together, we have identified five universal areas of sales effectiveness — Talent, Technique, Teamwork, Technology, and Trust — and how they differ at each of the four levels of sales strategy: Individual, Opportunity Management, Account Management, and Industry/Marketplace. In Chapter 9 we discuss essential elements of achieving and maintaining Transformation for permanent change.

Although most sales organizations execute best practices in some areas, rarely do they achieve best practices in all areas. And certainly, these are not all the best practices in selling, but they should be enough to get you ahead of your competition and closer to your true potential as a sales force.

The result is a scorecard that we have developed to provide sales managers with a gap analysis of their organization. Through this scorecard, we’ll show you how you compare with some of the best sales forces in the world.

Here we will briefly introduce the criteria. In later chapters we will go into much more depth.

Talent

The first step in sales effectiveness is finding the right people. Selling in a complex sale requires a unique combination of sales competencies. Most of the sales managers we talk to say that fewer than 20 percent of their salespeople can consistently manage a complex sale independently.

Most people interview based on two things: performance and personality. But there isn’t a salesperson out there who can’t craft a good résumé and sell a one-hour interview. So what do you look for? Every interview is a selling event. Without a good hiring profile, which has been written and tested, how will you know what a good salesperson looks like when he or she walks in the door? Most people who think they have a good mental picture of what they are looking for would be stunned by their inconsistencies if they actually wrote them down.

Technique

There are hundreds of companies that teach sales skills — presentation skills, objection handling, closing, etc. But the one skill many salespeople lack is the ability to effectively connect their solutions to the prospect’s business problems.

In addition to a greater understanding of the client’s pain, refinements and techniques continue to advance in the areas of controlling politics, competition, and the decisionmaking process.

Innovations also have occurred in both deal coaching and overall performance coaching, as well as in the area of forecasting.

Teamwork

The salesperson’s contacts and calendar are a starting point, but they are not enough to manage an opportunity. To lead in a complex selling environment, you have to be able to communicate the plan to the rest of the team. You have to have a stakeholder analysis that identifies who is involved, what role they play, what their pains are, and how much power they have. It’s not enough for salespeople to keep it in their heads anymore.

Also, the relationship between manager and salesperson needs to move from inspector and loner to one of coach and strategist. In the rare accounts where partnering is a possibility, the team also can include the client.

Everyone on your sales team who touches the account needs to know what’s going on, what the strategy is, and must collaborate on execution and refinement of the plan.

Technology

Unfortunately, most client relationship management (CRM) applications haven’t lived up to their promise—especially in the area of direct business-to-business (B2B) sales force effectiveness. And, if implemented badly, CRM technology actually can build a barrier between you and your best clients.