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Jeanne Buchanan
Jan 27, 2012

You've just been promoted to sales manager.  You are the selling organization's coach, supporter, and advocate on the front line.  Wondering what you should do in the first 30 to 90 days to get off to a good start?

  • Understand the environment.  Learn about the culture and challenges.  Identify what activities drive results, and establish metrics to track them.  Meet with your direct reports during your first week to begin to identify their collective strengths and weaknesses.  Also, make sure to me with key sales support members.  Listen and learn.
  • Develop your game plan.  Now that you understand the environment, think tactically about what will build momentum.  Is there a critical must-win sale?  Perhaps you're at risk of losing a key customer.  After examining your strengths, figure out how you can best influence the outcome.  Focus on the most important opportunities for success, for you and your team, and align your strengths to the most important issues.
  • Gain momentum and establish goals.  During the first 30-90 days, it's all about building your credibility.  Set expectations for your sales team and let them know what they can expect from you.  Declare your SMART goal, and demonstrate a sense of urgency.
  • Establish your calendar.  Track activities weekly and monthly with appropriate performance metrics.  Set up a routine to regularly meet with each sales rep in a transaction-focused way and in a coaching context.  Use these meetings to review pipeline activities, account strategies, and business results.  Invoke accountability.  Thank and reward people for success.

By the end of your first 90 days, you want your direct reports, your boss, and your colleagues believe that you are contributing value to the organization.  These best practices will help:

  • Secure enough resources to support important items.
  • Hold people accountable for promises and results.
  • Act with complete transparency.
  • Delegate when appropriate; take over when needed.
  • Manage the sales pipeline like a corporate asset.

As the sales leaders, it is critical that you create momentum in the first 90 days by establishing credibility and securing an early win.  Taking these immediate actions will jump start your--and your sales team's--performance.

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Jeanne Buchanan
Jan 18, 2012

Smart Money ran an article called 10 Things Customer-Service Reps Won't Tell You.  The following is an excerpt.  If you manage customer service, you may find opportunities to differentiate yourself.  If you're a consumer, this intell may help you deal with your time on hold.

  1. "You can't always get what you want."  According to one study, only 21% of those who complain end up satisfied.  According to another, customer satisfaction with service is down--from the amount of time it takes to resolve a problem to politeness of reps.
  2. "It pays to be polite--unless you're talking to a computer."  American Express reports that more than half of Americans say they've lost their temper talking to customer service.  But reps are well-trained to manage irate callers.  However, yelling may help when a customer is speaking to a machine--some automated systems detect shouting and cursing.
  3. We open the velvet rope for big spenders..."  VIPs often get special treatment via "executive" customer-relations offices manned by more highly skilled reps.  As one marketing professional put it, "...top-tier customers got a veritable 'bat phone.'"
  4. "But you can slip in the side door if you know how."  If regular Joes can find access to hard-to-find phone numbers of executive customer-service offices, their issues often become a priority.
  5. "If you really want us to sweat, start tweeting."  Tweeting about your problem sometimes gets faster results.  Companies have their best service reps online.  They are eager to avert broadcasting a bad experience that may cause a frenzy so they are quick to appease the customer.
  6. "It's okay if you're unhappy, as long as we're able to keep the chat short."  One former customer-service rep said the maximum time for the 100-200 calls she handled in a day was supposed to be three minutes at a pharma company and five to seven minutes at a telephone company. 
  7. "Speaking with a manager isn't a right; it's a privilege."  An American Express survey revealed that 74% of angry customers demand to speak with a supervisor.  Yet this is increasingly met with resistance because of the limited number of supervisors and sales reps' aversion to appearing "weak."
  8. "There's a thin line between helping out and getting swindled."  Perhaps it's the result of the economic downturn, but moneymaking schemes have multiplied using customer support to score refunds or freebies.
  9. "How many reps does it take to handle a problem?  More than you think."  One study showed that it takes more than four calls to customer service, on average, to resolve a complaint.  Different departments handle different kinds of complaints so there's a lot of customer routing going on.
  10. "The machines are winning."  The inability to speak to a human is among customers' top complaints, yet 79 of the top 100 online retailers use automated systems.  While these systems may limit the number of customers a rep has to speak to, it also means that the calls that go through are the toughest.

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Jeanne Buchanan
Jan 10, 2012

How do sales executives create a culture of personal accountability and solid execution within their selling teams?  Successful sales executives translate their personal skills and best practices they have observed into repeatable discipline for those they lead.  They create and activate a process within their sales organization that is not solely dependent on sales heroics, but rather on repeatable, predictable, outcome-based activities that can produce extraordinary results for their company.

A Checklist for Sales Leaders

How does a sales organization know if it has the management discipline that is essential for success?  Here are some good questions to ask:

  • Is there a standard scorecard or dashboard to regularly assess the progress of opportunities through the pipeline?  Does the dashboard include documented customer outcomes?  Is it readily visible?
  • Is there a calendar in place that triggers management account reviews and pipeline reviews?  Or do they pay attention only at the end of the quarter?
  • How do sales managers/executives identify the most important things to help salespeople perform beyond expectations?  What process is used?
  • How effective are sales managers and executives in coaching sales teams to outstanding performance?  Does the coaching occur regularly or only sporadically when a big deal is underway?
  • Does the management team reinforce the use of selected account management tools by personally using the tools in real account situations?
  • Are sales managers disciplined in the way they interact with their clients, ensuring that their role is integrated with the account team, or do they insert themselves only when the deal is in trouble?
  • Are salespeople held accountable through their annual SMART or performance goals?
  • Is adherence to the sales process a factor in assigning or not assigning resources?

Eight Attributes of Sales Leadership Discipline

With the right discipline, management can get the same people to produce twice the output.  Our research has identified these attributes of sales leadership discipline:

  1. Customer-focused.  Grounded in desired customer outcomes
  2. Sales-process-based.  Guided by a documented sales process
  3. Intentional.  Requires prescribed actions of customer-facing teams
  4. Developmental.  Promotes relationship and people development
  5. Accountability-driven.  Focuses on what leaders expect and will inspect
  6. Performance-motivated.  Makes clear to teams how their performance is measured and rewarded
  7. Competence-focused.  Emphasizes coaching sales teams at sales process stages
  8. Calendar-driven.  Establishes expectations and follows a timeline

Sales leaders who demonstrate discipline and predictable rhythm in their actions and cascade that discipline through their sales organization consistently produce extraordinary results for their customers and their company.

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