jason jordan - 3 things sales leaders desperately need
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3 THINGS SALES LEADERS DESPERATELY NEED… BUT DON’T GET
JASON JORDANVantage Point
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Reasonable Expectations
1. Accurate Sales Forecasts
2. Healthy Pipeline of Opportunities
3. Coaching of Sales Reps
Sales Leader
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A Sales Leader’s Reality
SalesManager
SalespeopleSales Leader
Gatewayto theWorld
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A Sales Manager’s Reality
SalesManager
HugA
SalesManager
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Google Images: Hug a Sales Manager
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The Path to These…
1. Accurate Forecasts
2. Healthy Pipelines
3. Sales Coaching
Sales Managers
Goes through These
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Enter Vantage Point
Sales ManagementTraining
Advancementthrough Research
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First, 4 Things about Vantage Point
World-ClassTraining
“The best, most successful training ever launched to our
sales force"
Enter Vantage Point
DemonstratedROI
30% Revenue
20% Reps at Quota
15% Pipeline
20% Win Rate
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Fans
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Now… What to Do?
1. Accurate Sales Forecasts
2. Healthy Pipeline of Opportunities
3. Coaching of Sales Reps
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SALES FORECASTING
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• Historical data → Anecdotal inputs
• One reality → Several ‘forecasts’
• Real time data in CRM → Periodic scrubbing
• Nearly all do it → Nearly none trust it
• Consumes A LOT of time → Doesn’t improve sales
Defying Common Sense
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More Heat Than Light
Frequency of One-on-OneForecasting Meetings
Source: Vantage Point / Sales Management Association Survey
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What To Do?
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Best Practice Softball… Enable It with Technology
+30%
ForecastAccuracy 3.2
4.2
Not Technology Enabled Technology Enabled
Avg
Source: Vantage Point / Sales Management Association Survey
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Avg
Train Your Front-Line Managers to Forecast
+27%
3.3
4.2
Managers Untrained Managers Trained
ForecastAccuracy
Source: Vantage Point / Sales Management Association Survey
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Define It for Them
3.5
4.3
Conversational Language Clearly Defined Terms
Avg
+23%
ForecastAccuracy
Source: Vantage Point / Sales Management Association Survey
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Avg
Make It Real
3.2
4.0
Not Held Accountable Held Accountable
+26%
ForecastAccuracy
Source: Vantage Point / Sales Management Association Survey
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Keys to Better Forecasting
1. Enable with Technology2. Train Your Managers3. Hold Folks Accountable4. Define What It Is
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PIPELINE MANAGEMENT
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5%
51%16%
17%
11% Several Times per Week
Weekly
Several Times per Month
Monthly
Less than Monthly
Sales Pipelines are a Big Deal
Expected Frequency of Pipeline Meetings
72 %
Source: Vantage Point / Sales Management Association Survey
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And They Consume A LOT of Time
36%
54%
10% 30 Minutes or Less45-60 Minutes90 Minutes or More
Duration of Each Pipeline Meeting
Average = 53 minutes
Source: Vantage Point / Sales Management Association Survey
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Pipelines Produce Heat and Light
+15%
4.65.3
Ineffectively Manage Effectively Manage
RelativeRevenueGrowth
Source: Vantage Point / Sales Management Association Survey
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Effective44%
Neutral13%
Ineffective43%
So We Must Be Good at It, Right?
Effectiveness at Managing the Pipeline
Source: Vantage Point / Sales Management Association Survey
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What To Do?
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Have a Great Sales Process
4.3
5.1
Informal Formal
+18%RelativeRevenueGrowth
Source: Vantage Point / Sales Management Association Survey
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A Sales Process Must Mirror the Buying Process
=IdentifyNeeds
EstablishCriteria
AssessSolutions
MitigateRisks
InfluenceCriteria
Prospect QualifyOpportunity
Influence Criteria
Position Offering
Build Confidence
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Give It the Effort It Deserves
+11%
4.85.3
< 3 hours per month 3+ hours per month
RelativeRevenueGrowth
Source: Vantage Point / Sales Management Association Survey
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Again, the Sales Managers
4.75.1
Untrained Trained
+9%RelativeRevenueGrowth
Source: Vantage Point / Sales Management Association Survey
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Things Managers Need to Know
WIN!RIGHT CONTENTS
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Keys to Productive Pipeline Management
1. Define a Good Process2. Commit the Time (Coach)3. Train Your Managers$
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SALES COACHING
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“A” for Effort…
124 sales managers
401 completed(avg 3.2 each)
5 coaching courses
~ 5,000 hours
Vantage Point Client Study
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Sales Managers Perception…
Hours per Month Sales Managers
<3 7%
3-5 55%
>5 38%
Vantage Point Client Study
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Sales Rep Reality
Hours per Month Sales Managers
<3 7%
3-5 55%
>5 38%
Sales Reps
56% + 49%
32% - 23%
12% - 26%
Vantage Point Client Study
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What’s Going On?
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One Issue: Definition
I’m coaching you right now This doesn’t feel
like coaching
Trust me,this is coaching
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Another Issue: The Models
G oalR ealityO ptionsWay Forward
G oalA ssessmentI deasN ext StepsS upport
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The Killer: A Reactive Life
Sellers
CSO
Customers
Marketing
IT
Life
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Task 1: Identify the Coachable Activities
Salesperson and manager activities that can be proactively managed
Objectives that require ‘consent’ but can be influenced
Organizational outcomes that can not be ‘managed’ whatsoever
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Task 2: Define the Coaching Conversation
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Task 3: Establish a Coaching Rhythm
Su M Tu W Th F SaEarly-Stage Opportunity Review
Late-Stage Pipeline Review
Early-Stage Opportunity Review
Late-Stage Pipeline Review
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The Impact of Deliberate Coaching
91% Coached56% ZERO Coaching
51% Close Rate25% Close Rate
Vantage Point Client Study
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Evolution of Sales Coaching
1. Clearly Define It2. Focus on Sales Activities3. Establish a Rhythm
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IN REVIEW
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If Sales Leaders Want These…
1. Accurate Forecasts
2. Healthy Pipelines
3. Sales Coaching
Leverage These
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Summary of Findings
1. Define Your Processes
2. Set CLEAR Accountabilities
3. Deploy Technology as an Enabler
4. Train Your Managers to Do Their Jobs
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VantagePointPerformance.com/INBOUND
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