Strategies for Building a PIVOTAL · –6 Success Factors – Typical vs. High Performing ... scope, must meet criteria . Create Sales Initiatives What are Sales Initiatives? •The

P I V O T A L A D V I S O R S

Strateg ies for Bu i ld ing a

High Growth Sa les Organ izat ion

ACHIEVING YOUR NEXT LEVEL OF SALES GROWTH

Mike and Gary Braun

Pivotal Advisors, LLC

• Co-owners and founders of Pivotal Advisors

• More than 50 combined years of business and sales leadership experience

• Served at all levels in sales organizations

6

About the Presenters

Mike Braun

Gary Braun

Agenda

• Welcome and Introductions

• Presentation – Mike & Gary Braun

– Common Challenges and Fixes

– 6 Success Factors – Typical vs. High Performing

• Wrap-up

Expectations for Today

• Understand common growth challenges and solutions

• Understand what High Performing Sales Organizations do differently that Common ones

• Become aware of things you can do personally to affect sales performance

• Identify things that you and your organization can implement to enable high growth

8

What are your Top Challenges with Sales Teams?

At your table, come up with your TOP 3 CHALLENGES that inhibit Sales Growth that you can control

9

“Fixes”

What are the things that you have done as a CEO or Business Owner to “fix” these sales

challenges?

11

Most Common “Fixes”

A Healthy Sales Organization

12

Sales Performance Factors

Sales Performance Factors (In detail)

13

COMP PLAN

CRM

TRAINING

Common Fixes

14

COMP PLAN

CRM

TRAINING

Where We See the MOST IMPACT

PROGRESS

ACCOUNTABILITY DIRECTION

PREDICTABILITY PREDICTABILITY 15

ACCOUNTABILITY

Scoring Bell Curve for Rating Your Sales Organization

1 2

3

4

5 6

7

8

9 10

Implementing none or few

Implementing many or all

Implementing some

1 2

3

4

5 6

7

8

9 1010

Implementing none or few

Implementing many or all

16

Sample Scoring Output

17

18

© Pivotal Advisors, LLC

SALES LEADER

Growth Strategy Clearly focusing

19

Growth Strategy

COMMON among Businesses

• Revenue Goals only • Many reps are unaware of

company goals Goals

• No initiatives – just revenue goals

• Too many initiatives to execute any effectively

Initiatives

• Any business is good business • Not clearly defined

Ideal Clients

• Differentiation not really understood or leveraged

• “Commodity” differentiators Differentiation

• Not enough reps to hit goal • People in wrong chairs • Structure never changes

Size & Structure

Position and Differentiation

The Value Discipline with which you will develop and present your solutions to

your customers

(How your customers view you vs. your competitors)

20

The 3-5 differences in your solutions that:

a) customers see as being different

b) is something customers want or need

c) customers are willing to pay more for it

Positioning vs. Differentiation

SOURCE: Discipline of Market Leaders, Michael Treacy and Fred Wiersema

Product Leadership

Operational Excellence

Customer Intimacy

21

Positioning - The Value Discipline Model

Bare minimum to “MAKE IT”

AKA“no man’s

land”

Product Leadership

Operational Excellence

Customer Intimacy

New to World

Standard

Commodity

22

What Makes You Different?

Standard Standard

Commodity

SOURCE: Discipline of Market Leaders, Michael Treacy and Fred Wiersema

Differentiation

What are the MOST COMMON answers to the question “Why should a prospect buy from you vs.

the competition?”

23

• We have the best customer service

• I can get it to you cheaper/less expensive

• Mine has a cool feature

• Me!

Definition of Differentiation

It’s not a differentiator:

• Unless they are willing to PAY MORE FOR IT

• If they can get the SAME THING SOMEWHERE else

• Until it is RECOGNIZED BY THE CUSTOMER

• Unless it is IMPORTANT to their NEEDS

24

Potential Ways to Differentiate

Features What is special

about the product or service features

(i.e. bigger, better, faster, more efficient, safest,

does something nobody else does…)

25

Markets Served Focused market as opposed

to serving everybody

(i.e. manufacturing, medical, architectural, etc.)

Market Segment

Focus on particular size of companies or

structure

(i.e. accountants focusing on ESOP, companies needing smaller runs

and more R&D vs. large)

Organizational Structure

How our company is set up to serve yours

(i.e. dedicated resources, access to resources…)

Business Model How we make money

(i.e. monthly flat fee vs. time and materials, or

all-you-can-eat vs subscription…)

Value Discipline • Operational excellence (low

cost, help you drive cost, helping you save $...)

• Product leadership (leading

edge innovation, we can help you make $, be more effective, avoid risk…)

• Customer intimacy (customize to your needs, find you a solution, dedicated people…)

Identifying Growth Opportunities

26

More CURRENT products/ service lines to CURRENT

customers (sell more products/

services)

Introducing NEW products/service lines

to CURRENT customers

Taking CURRENT products/service lines to

NEW markets, NEW geographies or

through NEW channels

Introducing NEW products/service lines

to NEW markets, NEW geographies or

through NEW channels

Products/ Service Lines

Mar

kets

SAME

NEW

SAME

NEW

CURRENT products/

service lines to NEW customers (sell to new logos)

A1 A2 B

C D

Based on model from the Harvard Business Review

27

Defining Your Sandbox

• Ideal – prospects that give us the best chance to win

• Growth - Adjacent markets

• Opportunistic – outside of scope, must meet criteria

Create Sales Initiatives

What are Sales Initiatives?

• The few large objectives that

– Lead to your desired revenue results

– Drive your critical sales activities

– Provide critical direction for how you will win

They help us get laser focused on how we will: Target the right prospects and customers Deploy reps in the right way Hire the right sales people Sell the right products

28

Sample Sales Initiatives

GOAL:

INITIATIVES:

BIG ROCKS:

Increase Revenue by 25%

Grow our sales team by 25%

“$X” in Revenue from new prospects

30% Revenue from New Product

• Hire 1 new Rep each month

• Build our bench (have 3 potential Reps in the wings each quarter)

• Define ideal client by July 30th

• 20% of prospects contacted each quarter

• 10 prospecting calls per week per Rep

• Close rate from 35% to 50%

• 100% of reps trained on new product in 90 days

• 27 new accounts with an average of “X” in Q3

• 30 new accounts @ “X” in Q4

29

30

Growth Strategy


HIGH PERFORMING Sales Leaders

• Revenue Goals only • Many reps are unaware of

company goals Goals

• Goals for Revenue and others (New Clients, Growth, Product, Market share, etc) – understood by all and discussed frequently

• No initiatives – just revenue goals

• Too many initiatives to execute any effectively

Initiatives • The company has defined 2-3

specific initiatives that it will focus on to achieve goals.

• Any business is good business • Not clearly defined

Ideal Clients • Clearly defined – Focus on

prospects that give us the best chance to win

• Differentiation not really understood or leveraged

• “Commodity” differentiators Differentiation

• Defined, understood across organization, are truly unique and are being leveraged by sales staff

• Not enough reps to hit goal • People in wrong chairs • Structure never changes

Size & Structure

• Company has enough people in the right seats to execute the company strategy

• Keep a “warm bench”

31


People Developing the Right Team

SALES LEADER

32

People


• Reps & managers hired based on Industry experience, past sales performance, “rolodex” and interview

• Poor success rate (1 in 7)

Selection

• Heavy product training • Lots of shadowing • Sometimes spend time in

different departments • Typically <1 week

Onboarding

• Little to no ongoing development of reps

• Missing essential skills Capability

• No regular performance reviews or only annual performance reviews (or generic reviews)

• No career development plans

Retention

33

Your BEST Salesperson

Think of your BEST Salesperson…

Wouldn’t you like to CLONE them?

At your table, take a few minutes to discuss:

• WHY are they the best?

• WHAT do they do that makes them good?

What is the Right Type of Rep for You?

34

Hunter Farmer

Hunter? vs. Farmer?


35

Hunter Farmer

Transactional

Consultative/ Complex Consultative/

Complex Sale? vs.

Transactional Sale?

Hunter Farmer


36

Brand Unknown Brand Unknown

Selling Selling Brand? vs. Unknown?

Transactional

Consultative/ Complex

Hunter Farmer


37


Tran

sact

ion

al

Co

nsu

ltat

ive/

Co

mp

lex

Direct

Channel

Direct

Channel

Direct? vs.

Channel?

Hunter Farmer


38


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g’d

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ng

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to

Managed Close? vs.

Autonomous?

Hunter Farmer


39


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Start? Process?

Mn

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Proc

Strt

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Process? vs.

Start? Proc

Strt

Hunter Farmer


40


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Proc

Strt

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Strt

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Tech Non-Tech Tech Non-Tech Tech Non-Tech Tech Non-Tech

Technical? vs. Non-Technical?

Hunter Farmer


41


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Proc

Strt

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Proc

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Proc

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Industry? vs. Non-Industry?

Ind Non Ind Non Ind Non Ind Non Ind Non Ind Non Ind Non Ind Non Ind Non Ind Non

Hunter Farmer


42


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Ind Non Ind Non Ind Non Ind Non Ind Non Ind Non Ind Non Ind Non

Account-based vs. Territory

Individual vs. Team Selling

Large $ vs. Small $

Lead Generator vs. Lead Follow-up

Heavy Base Pay vs. Highly Leveraged

Premium vs. Discount

Improving Your Odds

43

Source: Harvard Business Review

Probability of Performing Well in the Job

Interview Only

Background Check

Personality Testing

Skills Testing

Interests Testing

Job Matching

0% 10% 20% 30% 40% 50% 60% 70% 80%

Interviewing and Selecting

44

Make candidates PROVE it! • Define and communicate your interview process

• Ask behavioral interview questions for defined skills and traits

• Use assessments to help with final interviews

• Interview in multiple settings (for final candidates)

• Use tools to help objective decision making

MANY options: − Discovery Skills − Presentation Skills − Sales Planning Skills − Organization/Preparation Skills − W2 Verification

Onboarding Expectations

1st week 30 days 60 days

Learn

Do

Deliver

Elevator pitch from existing team

members

Attend client presentation meeting with

Rep

Give presentation to the Sales Mgmt team

Ideal client and where to build

your list

Create preliminary list

of prospects (who and why)

First deal in the

pipeline at 50%

Best practices for presenting our

product

Practice your own elevator pitch

with peers

Give elevator pitch to sales leader

(week 1) and with client (week 2)

45

46

People


HIGH PERFORMING Businesses

• Reps & managers hired based on Industry experience, past sales performance, “rolodex” and interview

• Poor success rate (1 in 7)

Selection

• Defined skills and traits • Clearly defined job profiles • Interview and selection process

centered around skills and traits

• Heavy product training • Lots of shadowing • Sometimes spend time in

different departments • Typically <1 week

Onboarding

• Structured and comprehensive program including Product, Sales Process, Systems, Resources

• Progress and Validation systems • 90 days +

• Little to no ongoing development of reps

• Missing essential skills Capability

• Systems in place for ongoing development of reps and managers for specific skills needed

• No regular performance reviews or only annual performance reviews (or generic reviews)

• No career development plans

Retention

• Regular evaluations of performance and recognition of efforts

• Career development conversations

47


Process Doing the Right Things Well

SALES LEADER

48

Process


• Tribal Wisdom • No clearly defined steps or

outcomes of each step • Reps struggle with “Top of

Funnel” steps of process

Sales Process

• No standardized tools/reps build their own

• Tools not consistent with marketing guidelines

Tools and Resources

• No formal plans – “just go work hard – hit your number”

• If plans exist, rarely reviewed • Goals “Handed down to Rep” –

no involvement in developing • Manager doesn’t have a plan

Sales Planning

49

Communicating & Aligning Your Growth Strategy

Components of Individual Sales Plans

• Create FINANCIAL GOALS – – Revenue / Gross Margin / Units

• Create ACTIVITY GOALS – – Opportunities / Meetings /Demos/ Proposals

• Define HOW they will achieve their plan? – Who they will pursue? (Current accounts/New Accounts)

– Events they will attend?

– Industries they will chase?

– Geographies to focus on?

– Assumptions and risks?

• Create ACCOUNTABILITY – – Break the plan into workable chunks (i.e. quarterly)

– Reviewed regularly

50

51 SOURCE: CSO Insights

4 Levels of Selling Organizations

Level One • Lack a Single Standard Sales Process • Everyone Works their Own Way

Level Two • Informal Sales Process • Learn by “Tribal Wisdom”

Level Four • Feedback Systems, Modified Annually • Model of Effectiveness • Looks at Leading Indicators

46%

Level Three • Formal, Measured, Adopted • Looks at Lagging Indicators

16%

24%

14%

52 CSO Insights –

Why Is It Important to Sales Teams?

Level 4 Companies Level 1-3 Companies

65%

60%

55%

50%

45%

40%

62.8%

56.4%

Percentage of Reps Achieving Quota Comparison

0% 10% 20% 30% 40% 50% 60% 70% 80%

53 CSO Insights

Why Is It Important to Sales Teams?

Accurately Target Prospects

Differentiate versus Competition

Effectively Cross-sell/Up-sell

Effectively Introduce New Products

Sell Value/Avoid Discounting

Key Sales Task Execution Comparison – Meet/Exceed Expectations

74.4%

70.0%

58.4%

60.0%

57.8%

43.1%

59.4%

47.0%

42.7%

51.3%

Level 4 Companies Level 1-3 Companies

Sales Process Example

Step: Qualify Discovery Demo Proposal Active

Goal Determine Fit

Move to Discovery

stage

Understand prospect’s

circumstances,

objectives, needs,

problems and impact

Book the demo

Customer agrees

our solution will

meet needs and

agrees on buying

process

Agree on pricing

and terms

Insure satisfaction

Expand use into other

divisions

Activities Ask Qualifying

questions

Enter Lead in CRM

and input findings

Schedule

discovery/demo

meeting

1 or more meetings to

learn customer needs,

buying process,

challenges

Create Opportunity in

CRM

Ask for Demo

Present to client

needs

Update SF.com

Deliver proposal

Identify issues

Overcome

Objections

Update SF.com

Establish QBRs

Investigate other

areas within company

Get introduced to

other stakeholders

Update SF.com

Resources/

Tools

Qualification Criteria

Document

Discovery Questions

Library

Findings Worksheet

Pre-call Planner

Demo flow

checklist…

User agmts and

documents –

QBR PowerPoint

Customer

Commit-

ment

Agree to a meeting Provide information

Agree to demo with

decision makers

Agree that solution

meets needs

Request proposal

Customer gives

order

Customer provides

referrals

54

Tools

• Discussion Documents

• Case Studies

• Marketing Collaterals

• Questions to ask

• Stakeholder Analysis

• ROI calculators

• Presentation Decks

• Demo Scripts

56

Process



• Tribal Wisdom • No clearly defined steps or

outcomes of each step • Reps struggle with “Top of

Funnel” steps of process

Sales Process • Formal Process Defined • Trained to, coached to, measured • Reinforced consistently

• No standardized tools/reps build their own

• Tools not consistent with marketing guidelines

Tools and Resources • Consistent and standardized tools

that can be leveraged at each step of the process

• No formal plans – “just go work hard”

• If plans exist, rarely reviewed • Goals “Handed down to Rep” –

no involvement in developing • Manager doesn’t have a plan

Sales Planning

• Each sales person develops a plan for HOW they will achieve their goal which should include: goals, activity level, milestones, risk & assumptions

• Plans reviewed regularly with sales leader

57


Measurement Measuring What Matters

SALES LEADER

58

Measurement


• Look at Revenue/Results only • Wrong leading metrics – calls,

phone time, etc. • Reps develop their own goals

(don’t share them)

Activities

• Initiatives not reviewed or measured or are not measureable – ex. “Get more new clients” or “improve margin”

Progress on Initiatives

• Revenue typically measured – in total and by rep

• Not broken down by market, customer type, product type

• Managers only measured on results

Results

• Multiple systems • Can’t put all data together to

track trends (CRM + spreadsheets + ERP)

Systems

59

Typical Sales Scorecard

Sales Rep Revenue Goal Actual % of Goal

Johnny $75K $56K 75% Sally $75K $60K 80% Billy $75K $75K 100% Susan $75K $80K 107%

The “Big 3” Metrics

Metric Type Examples

Opportunity (Leading Indicator)

• # of Calls • # of Meetings • # of Demos • # of Proposals • Qualified Opportunities • Touches

Close Ratio (Effectiveness)

• % Opportunities Deals • % Proposals Deals • % Calls Deals • % Meetings Deals

Average Deal Size • Average Sale/Deal/Project • Average Revenue/Client • Units per Order • Gross Profit $$ per Order

Metric Type

Opportunity (Leading

Close(Effectiveness)

Average

60

61

The Big 3 Scorecard

Revenue Qualified Opptys

Opportunities Close % Deal Size

Goal $75,000 10 5 3 30% $25,000

Acceptable $50K-$75K 7-9 3-4 2 20%-29% $15K-$20K

Needs Imp <$50K <7 <3 <2 <20% <$15K

Close % (Deals/Opptys) Proposals Deals Deal Size

62

The Sales Scorecard

Opportunities Close % Deal Size

Goal $75,000 10 5 3 30% $25,000

Acceptable $50K-$75K 7-9 3-4 2 20%-29% $15K-$20K

Needs Imp <$50K <7 <3 <2 <20% <$15K

Johnny $56K 12 6 4 33% $14K

Sally $60K 15 5 2 13% $30K

Billy $75K 11 5 3 27% $25K

Susan $80K 5 3 1 20% $80K 5

13%

$14K

1

Revenue Qualified Opptys

Close % (Deals/Opptys) Proposals Deals Deal Size

63

Measurement



• Look at Revenue/Results only • Wrong leading metrics – calls,

phone time, etc. • Reps develop their own goals

(don’t share them)

Activities

• Big 3 metrics defined • Goals set around LEADING

indicators • Used as performance

management tool

• Initiatives not reviewed or measured or are not measureable – ex. “Get more new clients” or “improve margin”

Progress on Initiatives

• Measure progress on initiatives and reviewed quarterly

• New goals/adjustments established quarterly

• Revenue typically measured – in total and by rep

• Not broken down by market, customer type, product type

• Managers only measured on results

Results

• Used to measure performance • Used to analyze business • Sales manager measures aligned

with specific desired results and initiatives

• Multiple systems • Can’t put all data together to

track trends (CRM + spreadsheets + ERP)

Systems • Results and activities easily

tracked and reported on • One “System of truth”

64


Rewards & Recognition Rewarding Performance

SALES LEADER

Performance Management Performance Management

65

Rewards & Recognition


• Same compensation plan in place for years

• Reps have different plans • Plan is difficult to understand • Adjusted because “Reps make

too much money” • No longer aligned with

company goals

Compensation Strategy/Philosophy

• Annual Performance Reviews only

• Performance only “managed” when rep is underperforming

Performance Management

• No news is good news • Non specific recognition

(“Good job”) • Good but inconsistent

recognition from leadership

Non-Compensation Rewards

Alignment with Company Strategy R

I S

K S

Overall Company Strategies

Business Unit

Strategies

Business Unit

Strategies

Business Unit

Strategies

Business Unit

Strategies

Business Unit

Strategies

• Sales Goals • Profit Goals • Product Priorities • Culture • Team Retention • Customer Retention • Quality of Product/Service • Costs

Management Behaviors

Management Comp Plan

Sales Force Behaviors

66

67

Compensation Plans

Base Salary Base Salary

Base Salary

Base Salary

Base Salary

Break-Even Goal Optimum


Commission

Commission


Commission

Base Salary


Commission

Revenue/Gross Margin $




Tota

l Com

pens

atio

n

Tota

l Com

pens

atio

n

Tota

l Com

pens

atio

n

Tota

l Com

pens

atio

n

Straight Commission

Multipliers

Steps / Bonus Thresholds

Tiers

X

X

X

X

X

X

X

X

X

The ABC’s of Behavior

A B C

Antecedents Behaviors

Consequences

Happen PRIOR TO and TRIGGER a behavior

Things people SAY or DO

Happen AFTER and determine LIKELIHOOD

of RECURRENCE

• Set a goal • Created the expectation • Sales Rep made a plan • Emphasized behavior in

team meetings

5 face-to-face client meetings per week

• Discussed in weekly 1 on 1s • Scorecards reviewed • Results posted monthly • Immediate recognition from

Sales Manager • Recognition from the CEO

68

Example:

Source: Continuous Learning Group

Managing Performance: One-on-Ones

69

GOAL:

• Employee gets manager’s undivided attention and focus on items on which they need assistance

• Manager’s opportunity to provide direction and feedback

FREQUENCY:

Weekly

(30-60 minutes)

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0CAcQjRw&url=http://dustinhillis.com/7-steps-to-courageous-goal-setting/&ei=Sr4zVb_VLcKqogT06oHgAg&bvm=bv.91071109,d.cGU&psig=AFQjCNGxizIyGV5CNfr8pr1-HiRNXsrdhw&ust=1429540743647736

One-on-One Recommended Agenda

70

• Follow-ups from previous one-on-one commitments

• Recognize Successes

• Weekly activity and results vs GOALS

• Barriers and needs

• Sales person topics

• Goals and specific actions for next week

• Summarize and agree

Non-Comp Reward Examples

• Acknowledgement/Praise in 1 on 1s or team meetings

• Email from manager, CEO or Owner

• Weekly emails/5 in 5s

• Competition/Salesperson of the month

• Presenting your success at a meeting

• Posting of “Sales Leaders” in public spot

• Additional Accounts/Territory

• Sit in on leadership meetings

• Career planning – skills development

• Lead a training session

• Afternoon off for achievement

72

Rewards & Recognition



• Same compensation plan in place for years

• Reps have different plans • Plan is difficult to understand • Adjusted because “Reps make

too much money” • No longer aligned with

company goals

Compensation Strategy/Philosophy

• Sets clear direction as to where they should spend their time

• Aligned with company goals • Easy for sales people to

understand and get direction • Reviewed and adjusted annually

• Annual Performance Reviews only

• Performance only “managed” when rep is underperforming

Performance Management

• Clear expectations for daily, weekly, monthly activities

• Frequent (weekly) review of performance vs. expectations for all reps

• No news is good news • Non specific recognition (“Good

job”) • Good but inconsistent

recognition from leadership

Non-Compensation Rewards

• Feedback consistently given on performance

• Celebrate or reward desired performance or successes

• Recognition and competition leveraged to drive behavior

73


Execution Making It Real

SALES LEADER

74

Execution


• Deal Coaching (strategizing) • Intermittent skills coaching

only for correction • One way – “Work on _____”

Coaching & Feedback

• f

• Meet ad-hoc or as needed (hallway/Open door)

• One-way reporting of information (Rep to Manager)

• Focus only on pipeline and deals

Sales Operating System

• Clear on revenue goals • Loosely defined for activities

and behaviors

Expectations & Standards

• Only on individual level if rep is underperforming

Adjustments

• Company meetings • Emails • Team meetings • Many unclear of progress

Communication

Characteristics of Sales Managers

Sales Managers

• Don’t have a lot of time

• Have lots of fires to put out

• Are keenly aware of their sales numbers

• Gives top reps freedom to sell their own way

• Reward good sales numbers with compensation

• Know how to jump in and sell when needed

• Develop others with little or no training themselves

• Learn by tribal wisdom

75

76

Sales Management Operating System

What High Performing Sales Leaders Do…

1-on-1 formal meetings with Reps

Weekly or bi-weekly

Coaching • Deal • Skills

• Performance • Career

Time in the Field with Reps

25% - 50% (Ride-alongs/Joint calls)

Key Metrics Use Leading indicators to diagnose coaching opportunities

Focus with Reps Reinforce desired behaviors. Focus on skills development and performance levels

77

Coaching Makes a Difference

SOURCE: 2005 Sales Executive Council research

High Medium

110%

100%

90%

80%

70%

102%

Rep Percentage to Goal by Coaching Effectiveness

Low

Performance Against Goal

Coaching Effectiveness

97%

83%

19% Performance Improvement is directly attributable to

COACHING EFFECTIVENESS

78

Who Do Sales Managers Spend Your Time With?

10%

50%

15%

25%

0%

10%

20%

30%

40%

50%

60%

New Reps Underperforming Reps Performing Reps Star Reps

Typical Managers

79

Who Do Sales Managers Spend Your Time With?

Ramp-up/ onboard

Move up or move out Leverage

Check-ins/ keep engaged

10%

50%

15%

25%

35%

15%

40%

10%

0%

10%

20%

30%

40%

50%

60%

New Reps Underperforming Reps Performing Reps Star Reps

Typical Managers High Performing Managers

80

Are You Getting “the Right Stuff?”

Work with your Sales Team to determine:

• Exactly what information you need — results, forecasts, ratios, etc.

• Information that gives sales visibility and gives you confidence in their numbers

• How often the information is needed (weekly, twice a month, monthly…)

• How the data is given to you (formal reports, spreadsheets, CRM output, email, etc…)

• What you want the sales leader to focus on

81

Execution COMMON among

Businesses HIGH PERFORMING

Businesses

• Deal Coaching (strategizing) • Intermittent skills coaching

only for correction • One way – “Work on _____”

Coaching & Feedback

• Deal Coaching (ad hoc) • Skills Coaching (regularly) • Performance Coaching (weekly) • Career Coaching (periodically) • Specific and 2-way discussion

• Meet ad-hoc or as needed (hallway/Open door)

• One-way reporting of information (Rep to Manager)

• Focus only on pipeline/deals

Sales Operating System

• Team meetings • 1-on-1s weekly • Ride-along schedule • Annual planning • Weekly reporting

• Clear on revenue goals • Loosely defined for activities

and behaviors

Expectations & Standards

• Clear on leading and lagging indicators and behaviors

• Only on individual level if rep is underperforming

Adjustments • Company makes changes based

on performance and company strategy

• Company meetings • Emails • Team meetings • Many unclear of progress

Communication • Regularly with CEO and Executive

team and peers

A Healthy Organization has:

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What’s It All Mean?

Leadership & Implementation

Making It real

Growth Strategy Clearly

focusing

People Developing

the right team

Process Doing the right

work well

Measurement Measuring

what matters

Rewards & Recognition Rewarding

performance

SALES LEADER

• All six performance factors working

• A system where average sales people can be successful

• Alignment from top to bottom

• More consistent results

• Faster ramp up time for new Sales people

• Leaders managing and coaching from fact vs. opinion

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INDIVIDUALLY answer the following questions: • What are the 1-2 things that you want your organization to do differently? • What will you personally do differently?

What are you going to do?

FRACTIONAL SALES MANAGEMENT PIVOTAL PERFORMANCE SYSTEM SALES LEADER ALLIANCE

We act as your Sales Leader if you CURRENTLY DON’T

HAVE A SALES LEADER and are trying to grow

We work with companies in different ways

• Pivotal manages the sales team while implementing the Sales Success Factors

• Can be short or long term

• Utilizes Pivotal Certified Sales Leaders

We work with the Sales Leader to implement SALES

SYSTEM BEST PRACTICES from the GROUND UP

• Year-long structured certification program

• Combination of Sales Leader Education and individual Coaching

• Implement and gain full adoption of key systems

• Access to Pivotal tools and experts

We work with STRONG Sales Leaders who want to CONTINUE TO LEARN and EXPAND their perspective

• Meets ½ day each month

• Education on difficult topics specific to Sales Leaders

• Leverage the peer group to make better decisions

• Access to tools and experts

• Annual membership

Gary Braun [email protected] 952.226.3385

For more information contact:

Fractional Sales Manager Pivotal Performance System Sales Leader Alliance

F

85

Thank you for giving us the

opportunity to be with you today!

www.pivotaladvisors.com

http://www.pivotaladvisors.com/