No sales strategy can succeed if the strategy is not clearly communicated and cascaded from the top of the organization down through management and to individual sales people. In this blog series, we covered key insights for getting off to a quick start in the new year and creating focus on the sales strategy. You might remember from both of those posts that communication of the strategy played a big role in both getting off to a quick start and creating focus on the sales strategy.
As a sales performance improvement consultant, I have come to anticipate certain questions during different phases of every client engagement. After the assessment process is complete, the needs of the client identified, and the strategy co-developed, I can see the question brewing in the client sponsor’s eyes and I know what they are going to say next – I love this approach, I believe 100% this is the direction we must head to achieve our goals, but how do we get buy-in from our reps?
Often times in sales, the new year includes a new sales strategy. We understand the challenges adopting and executing a new sales strategy can present today’s sales leaders. This is why this 6 part blog series is aimed at answering the question: “How can sales leaders drive successful execution of new sales strategies?”
As a salesperson, sales manager, or sales leader, you are probably well aware of your company’s formal structure for recognition. Top sales people receive plaques, mention in newsletters, and trips to the beach. Recognition in this form is an effective motivator, but it fails to do one key thing. It fails to motivate middle performers.
An old friend said yesterday that selling is all about understanding self-interest, yours and theirs (the buyers). With such a simple equation, it would seem everyone would be successful in sales, which certainly isn’t the case. I think there are two important dynamics that sales professional must navigate, understanding and pressure.
