If you manage a sales team then you have to know the single number that you’re trying to achieve – and you have to share it with your team.
Most sales managers I meet only ever ask their teams to deliver a vague set of tasks and then count the actions taken while performing those tasks – which are quite often completely unrelated to the numbers the business is trying to achieve by the end of the year.
But at least everybody is busy.
What I mean by a single number is – one box – with one number in it, so the sales manager can announce in a single sentence.
“As a team, this is what we are trying to achieve – let’s do it as quickly and easily as possible.”
However, if you’re telling your sales team that you want them to make 25 calls a day – well, that’s not actually what you really want them to do – is it?
Nobody ever got rich just making 25 calls a day.
What your company actually wants to achieve this year will be based on specific financial and commercial results – numbers that can fit in a box – not the number of actions that may or may not achieve them.
So, if you want to make a million pounds – you tell your team you want to make a million pounds at the end of the year.
It might take 25 calls a day to achieve that – but the target is a million pounds – it’s what refer to as the difference between inputs and outputs.
If we do 25 calls and end fall behind that number – we focus on better calls or call more people.
And if we end up doing it quicker – then let’s go and make 1.2 million.
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Our Sales Management Open Workshops show you how to piece together the four main elements of successfully managing a team – Focus; Accountability; Motivation; Education – and show you how to get the best out of everyone involved.
At the end of this workshop delegates will be able to:
- Work out how to focus on the real tasks that need to be achieved – and find a way to ensure every member of their team is doing that too.
- Create a culture where every member of the team understands that they are accountable and responsible for their own success – and recognise exactly what that makes them accountable for.
- Genuinely motivate people to over deliver -and even more importantly – learn how to make sure you don’t demotivate them.
- Coach the entire team to greater things – learn how to give them a net of their own rather than continuously feeding them individual fish.
- Feel competent and confident enough to conduct staff discipline in a professional (and legal) manner.
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