Welcome back to ‘Actions the Best Sales Leaders are Executing Now for Next Year’. In Part 1, we covered insights for getting off to a quick start in the new year and creating focus on next year’s sales strategy. As discussed in Part 1, communication played a big role in helping to create focus around the strategy. In Part 2, communication is just as vital as we focus on cascading the sales strategy through the organization and connecting that sales strategy to compensation.
With a new year comes new inspiration, new challenges and new trends. For the sales leader, the new year also signals a new quota, the resetting of results to zero and the new sales strategy in place to achieve the numbers. We understand the challenges faced by sales leaders in adopting and executing a new sales strategy and provide this playbook for accelerating strategy to execution to results.
Two years ago, we released a 6 part blog series aimed at answering the following question: “How can sales leaders drive successful execution of new sales strategies in the new year?” Reading back over the series, although “dated” by two years, the steps are still extremely relevant and effective; a sort of Back to the Future if you will.
Every sales strategy shift comes with optimistic hopes that employees are going to make the changes required to ensure success of the strategy. While hope is always important, the reality of sales roles is that compensation plays an important part in motivating behavior. Therefore as a sales leader, when you adopt a new sales strategy, it is important to ask yourself – “how am I going to connect compensation to successful adoption and execution of the strategy?”
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.