When sales teams aren’t delivering the expected results, sales leaders usually turn their attention to sellers. Do they need more training? New technology? A better methodology? The questions feel logical; after all, if there’s a problem with sales performance, it seems to make sense that the source of that problem lies with the people who sell, or with the tools and processes that support them. Unfortunately, the long-term impact of any initiative aimed at salespeople is either supported or tanked by the behavior of your front-line sales managers.
A growing body of research supports the dramatic impact of the front-line sales manager on sales team performance.
As it turns out, this long-neglected layer of the sales organization has a more powerful impact on sales results than any other role and is the key to driving improved performance in your sales teams. Simply put: great managers produce great results; underperforming managers produce poor results.
Unfortunately, most managers are having a negative impact on team performance. VantagePoint’s comprehensive study of sales management practices made some startling discoveries:
75% of sales managers have less than half their reps making quota
There was a 39% difference in revenue performance between the top and bottom quartiles of sales managers we studied
Top managers in our study brought in an average $3.5 million more in revenue than their lower-performing peers
Think about that: a whopping three-quarters of managers have more than half their reps failing to meet sales targets. In our view, that means three-quarters of sales managers are failing in their jobs. And those who are succeeding? They’re having a domino effect on performance that equates to millions of dollars in revenue.
There is huge leverage in the sales manager role. How can you tap into it?
To lead a team effectively, sales managers must know how to manage. This sounds like common sense, but it isn’t. In most companies, sales managers are:
This approach to the sales management role is essentially a roll of the dice – and one that usually loses. That’s because the skill set required to be an outstanding manager is vastly different from the one required to be a great seller. Without the right training, star sellers tend to become overwhelmed in the management role and while some eventually figure it out, most do not.
Winning sales managers adhere to an operating system and cadence – a “code” – for managing that enables them to lead their teams to excellence quarter after quarter, year after year. VantagePoint’s Sales Management Code training teaches your managers that code.
During our two-day workshop, managers . . .
Our packed agenda emphasizes all the fundamentals necessary to manage and lead a team of sellers to consistent execution and increased levels of performance.
A nationally recognized financial services company had a disciplined rhythm around the number of interactions the company’s sales managers had with its frontline sales consultants. However, leadership wanted to improve the content and focus of each meeting.