Many senior sales leaders are enamored with “linearity”- the concept that the sales process can be broken into monthly, weekly, and even daily activities.
Many companies are wrestling with the question about what their future work environment looks like as they emerge from COVID-19 restrictions. Preferences are mixed, but many employees want to keep working from home at least part of the time.
Many sales organizations have become overly reliant on their top sales performers to achieve their goals. While it is convenient to say that we “hit our number” at the end of the quarter, the fact that a few top performers carried the team presents numerous challenges.
“I think that’s what it’s all about: embracing change and being brave.” While this line is very applicable to the events of this past year, it is actually taken from the Apple TV+ series “Ted Lasso.” The comedy is about an American football coach who moves to England after he’s hired to manage an English Premier League soccer team. Though the premise is somewhat absurd, his leadership philosophy struck a chord with me.
Managing your team’s sales pipeline is both an art and a science – and that’s why it’s one of the most challenging aspects of sales management. At the heart of this challenge are differing perspectives as to what constitutes a healthy pipeline.
One universal challenge of managing a remote sales team can be summed up with the simple question, “What do my sales reps do all day?” Since the COVID-19 pandemic hit and most sales reps are working from home, it’s even harder to answer that question. Let’s say I’m managing a remote team of five or six sales reps; how do I know if they are engaged and productive?