Keeping your team and manager updated on sales progress is essential for outside sales. It helps you align your goals, track your performance, and get feedback and support. But how do you communicate effectively without wasting time or overwhelming your audience? Here are some tips to help you.
A customer relationship management (CRM) system is a tool that helps you organize and manage your sales data, activities, and interactions. It allows you to record your leads, prospects, opportunities, and deals, as well as your notes, tasks, calls, emails, and meetings. A CRM system also enables you to share your information with your team and manager, who can access and update it in real time. By using a CRM system, you can keep your sales progress transparent, consistent, and accurate.
Using a CRM system alone is not enough. As a sales leader you have to be able to build a very robust dashboard so you can track all sales related activity. Progress is measured in various ways so being able to track activity, meetings, agreements sent, new conversations, etc.. will be a clear indicator of the needle moving in the right direction. However, tracking all of that properly is key. That is where dashboards come in. Lastly, weekly meetings with your team to make sure all activity is logged and up to date is also essential to make sure the pipeline is fresh and accurate.
Sales Manager Benelux & Nordics @ TravelPerk I Co-Founder Barrefit Sant Cugat
Besides a CRM system I personally like to keep track of this through google sheets or excel. I’m used to working with Salesforce / Looker and often export data and reports from there to then further analyse this through sheets with formulas. I design sheets with pacing formulas or vlookups to easily have a deep understand of how the team is pacing and I can even more easily then communicate this to my own manager or other stakeholders.
i am still waiting for one person to show me a real life crm system that is not a data grave where customer information - that typically does not even tell the hard truth - is stored randomly and in most cases is quickly forgotten. if you want proper sales reporting, then do the ONLY sensible thing: talk to your sales team ! however, reading sales reports uploaded to your company's crm system in your own room without additional context provided by your sales team will get you absolutely nowhere.
Use whatever tool helps you close deals. I personally pay an offshore team to keep a track of my pipelines while I am constantly closing deals. The only time I focus on pipelines is when I am coming in for the kill. Invest in a good admin who will free you up from CRM and stay focused on closing deals. Good luck and thank you for sharing your info
In sales, a Customer Relationship Management (CRM) system isn't just a tool; it's a beacon. From personal experience, the principle "good data in, good data out" defines CRM's essence. By ensuring accurate data entry, we pave a trustworthy path to insights. Prompt attention to leads, such as a 24-hour follow-up rule, keeps opportunities alive. As they evolve, thorough documentation crafts a narrative of the customer's journey. But the story isn't complete without dashboards. These visual aids offer a clear snapshot of conversion health, fostering team transparency and strategy. In essence, a disciplined CRM approach leads to transparent, consistent, and pinpointed sales success.
Before you start your sales cycle, you should discuss and agree on the expectations and goals with your team and manager. This includes defining your target market, quota, timeline, budget, strategy, and metrics. You should also clarify how often and how you will report your progress, such as weekly emails, monthly meetings, or quarterly reviews. By setting clear expectations, you can avoid confusion, misunderstanding, and conflict, and ensure that everyone is on the same page.
People learn from visual stimuli way better than they do from reading or listening. Therefore it is very valuable to make use of business intelligence software (such as PowerBI) to visualise data, for instance, current revenue. Doing so, however, only is part of the deal. To actually make your team aware of the route to success, you need to clearly explain where your team currently stands, where you want to be in x days and what your proposed route is, e.g. a number vof outreaches or interactions, times your historical conversion ratios. This way, everyone will be on board as they thoroughly understand which efforts need to be done to get to where you want to be.
Widespread user adoption is key to a successful CRM implementation. You can't take it for granted that all users will automatically make use of the platform. Leveraging a dashboard with user metrics and discussing them at sales meetings is one successful strategy. Another is to make it part of the culture to always emphasize updating the CRM and logging all interactions with clients.
Setting clear and manageable expectations is for both the leader and sales rep. How do you want updates, what info do you want updated, how often, in what medium, is there a format, etc. Once established, with a clear "why" behind it, these updates become not only powerful but impactful on both ends.
Focus on metrics that matter. What are the success metrics that ladder up to your organization's revenue goals? They won't all be the same for every company so they should be shaped and tracked uniquely. That's not to say there aren't consistent practices across companies that won't apply - but tracking data for tracking's sake doesn't always make sense. This also won't help to improve sales rep efficacy, because it won't be clear what is making the most impact or how they are being measured. Once again, consistency and specificity are the name of the game.
I think to get the realistic update, there should be a clear picture on sales data. To get the accurate data all the internal teams need be a part of it and data need to be worked and discussed together. In this way everyone will get the clear picture of sales progress. If this is clear to all the department than later, we can put the correct data on tools like CRM. In this way we can reduce error, and everyone will have better understanding of sales progress.
When you update your team and manager on sales progress, you should focus on the key information and insights that matter to them. You should avoid sending long and detailed reports that may overwhelm or bore your audience. Instead, you should highlight the main achievements, challenges, and actions that you have taken or plan to take. You should also use data and evidence to back up your claims and show your results. By being concise and relevant, you can keep your team and manager engaged and informed.
Nobody has time for lengthy reports. Keeping updates concise and relevant is key. It ensures that your team and manager can quickly grasp the essential information and take necessary actions. It's all about making the most of everyone's time and focusing on what truly matters for driving sales success
Certainly, keeping my team and manager updated on sales progress is essential for our collective success. To achieve this, I maintain open lines of communication through regular meetings, where I provide updates on sales figures, highlight key achievements, and address any challenges we may be facing. Additionally, I use a CRM system to ensure that all sales data is organized and accessible in real-time. I also send periodic email updates summarizing important developments and progress. Furthermore, I'm a proponent of using performance dashboards, which allow for a quick and visual overview of our sales performance. Overall, this multi-pronged approach ensures that my team and manager are consistently informed.
I'm a fan of a weekly round-robin... as a team, we'd go around the room (or virtual room) and review the 2-3 deals closing this month. You have 3 minutes to tell the team: What's happening next? Where do you need help from the business? What is the next action you are taking to move this forward? This round-robin and fast discussion allows the team to lean on and learn from one another. Invite your manager to the call so they hear it from your team.
I assume this is about outside salespeople, because inside salespeople are usually micromanaged with a magnifying glass. Outside people should copy their sales manager on emails that have information that is important to them, and if you need feedback. Other team members not so much, unless you need information from them. Outside salespeople should not be on a leash, and lengthy reports are a waste of time. If the manager is interested they can call or email. Most sales mangers couldn't sell if their life depended on it, and usually get in the way.
When updating on sales progress, it's crucial to be concise and focus on key information. Avoid lengthy reports; instead, highlight main achievements, challenges, and action plans. Back your updates with data and evidence to demonstrate results. This approach keeps your team and manager engaged, informed, and not overwhelmed by details.
Updating your team and manager on sales progress is not a one-way communication. You should also invite feedback and support from them, especially if you face any difficulties or need any help. You should be open to constructive criticism and suggestions that can help you improve your sales performance. You should also acknowledge and appreciate the contributions and achievements of your team members and manager. By asking for feedback and support, you can build trust and collaboration, and learn from each other.
Having a consistent feedback loop with your team and your manager is key. We do this by having Monday weekly team standups where we discuss progress as a team in an open forum, a lot of times, leading to collaboration amongst the sellers. Additionally, having regular 1:1 syncs once or twice/week, as in my case, allows space for forecasting updates as well as strategy-based discussions and progress updates all around. It lends itself to effective overcommunication which is necessary and helpful when we work in an environment where things can change quickly.
Collaboration is very essential in any team. Join forces with your team members by sharing information on deals, leads, and strategies. One thing I have seen work is switching clients and pitching on behalf of your fellow team member. We all have different ways of pitching and what might work for 1 client might not work for another. This generally fosters a sense of teamwork and ensures everyone is aligned. Don't forget to celebrate your successes and share them with your team. Recognize your colleagues' achievements as well. This positive reinforcement can boost team morale.
Keep the team members independent, no micro management, let them row the boat the way they feel, just keep an eye that no deviation from the goal post....trust the Team!
This is where a standardized sales process is key! Consistent 1:1 with review of pipeline, risks, obstacles and remembering to celebrate wins encourages open communication on both sides. A sales team is just that a team! We all have our roles within the team but need to work together effectively to succeed!
We have established 1:1 coaching in the sales team every week and collect the most critical feedback from the customer meetings and the most important objections weekly. We use this for two use cases: 1. Marketing: We pass on the most essential points to Marketing to use them in paid ads. 2. sales: The sales team uses the objections for our weekly training and adjusts our pitch or demo if necessary.
Depending on your situation and preference, you can use different channels to update your team and manager on sales progress. For example, you can use email, phone, text, or video calls for regular updates, quick questions, or urgent issues. You can also use online platforms, such as Slack, Zoom, or Google Meet, for group discussions, presentations, or brainstorming sessions. You can also use face-to-face meetings, if possible, for more personal and in-depth conversations. By using multiple channels, you can adapt to different needs and scenarios, and enhance your communication.
Gamify and make progress reporting a funny/light-hearted topic. Ensure people know who is the most consistent team member, who did the biggest deal, how many days your team is without a big hit, what was the shortest sales cycle. People are always ready to learn from others, they want to repeat what's shown to be successful. Throw in some extra rewards now and then to accelerate, but never ever to recover for 'bad performance'. Don't punish underperformance, but openly reward overperformance.
In my experience regular Progress reports, detailed reports at regular intervals summarizing sales performance, encompassing metrics like revenue, leads, and trends. Analyze data to offer insights into sales dynamics and growth prospects. Weekly or Monthly Meetings: Organize frequent team meetings to discuss sales progress, achievements, and challenges. Collaboratively strategize for the upcoming week or month, sharing experiences and fostering a cohesive team environment.
?? Siempre estamos comunicando. ?? Incluso si no hicieras nada o ignoraras a alguien, esta seguiría siendo la forma en que te estás comunicando. ? ?? En ventas, debemos preguntarnos, cuando trabajamos con clientes y prospectos, ?estamos tratando activamente de comunicarnos en sus estilos, no en el nuestro? ? ?? Se trata de parecernos a nuestro prospecto recuerda que a nuestro prospecto le gustan las personas que se le parecen. ? ?? ?Cuándo hablas con un nuevo prospecto lo tratas igual como te comunicas con cualquier otro nuevo prospecto? ? ?? Recuerda que debemos de tratar a nuestro prospecto como a él le gustaría que se comunicaran con él o ella.
According to a study by Sacramento (2022), a B2B deal requires an average of 31 touchpoints across at least three channels before closing. We, therefore, pursue a clear multichannel strategy. LinkedIn, e-mail, and telephone are our mix. This enables us to create awareness among the most diverse target groups. For us, LinkedIn is the main channel. We also create touchpoints there during the sales process through content and messages.
Each method of communication has its own unique benefit, but be wary of spreading your communication to broadly, especially if you expect engagement from your team. Have a primary communication method for sharing information with your team. Weekly in-person or video calls are great for consistency and follow up. Teams or Slack chats can be beneficial for quick updates or changes. Sharing pertinent articles in LinkedIn with your team is quick and easy. And a text message or call for something urgent is by far the best method. But if you are communicating using multiple methods everyday and need acknowledgement, pick a method that is your primary source. Otherwise, your team will get frustrated and fatigued from maintaining multiple platforms
Finally, you should update your team and manager on sales progress regularly and consistently. You should stick to the agreed frequency and format of your updates, and avoid skipping or delaying them. You should also be honest and transparent about your sales progress, and report both the positive and negative aspects. You should not hide or exaggerate your facts, figures, or problems, as this may damage your credibility and reputation. By being consistent and honest, you can show your professionalism and accountability, and earn respect and trust.
Consistency and honesty in sales updates are essential. It builds trust within your team and with your manager. Transparency about both successes and challenges allows for constructive feedback and collaboration to overcome obstacles and drive sales forward. It's a crucial aspect of maintaining a strong and productive sales culture.
Consistency & Honesty in reporting builds trust and a congruent Manger-subordinate culture . Sometimes you may not have made a significant progress to update and feel its NOT important to update.. This is a big mistake and will start hurting your personal equity and credibility built will be lost . You may not be considered for upcoming projects and your morale may go down . Show the efforts , results will come sometime and sometime it won't . This is acceptable to most Managers instead of not reporting at all.
Our sales team, like the rest of our company, works remotely which makes it difficult to keep my manager updated on how my sales calls are going, what issues I am having, etc. as there is no one listening in on my calls like there would be if we were in an office. To mitigate this, we do weekly check-ins and role-plays via Teams where we discuss tricky leads, tips and tricks to get leads across the line, the importance of tone, and being conversational rather than "salesy". It can be tough needing to hold yourself accountable for your sales calls, conversion rate, etc. but these weekly check-ins encourage honesty and transparency and really do help.
I update my sales manager within a few days of my sales calls by email and I lay out every stop, who I talked to, and what we discussed. I’m always honest and transparent, otherwise my manager can’t help me. I report on both the positive and negative, that way my manager can help me take the positive to the next level and try to help me break through the negative and turn it positive. I’ve learned a lot about professionalism and tact from my sales manager. She has always been better at those two things than I will ever be. My industry is full of men that curse on the regular as well as get angry and verbally abuse each other for fun. I’m one of those Neanderthals, but I’m working on it with my manager’s help and with my spiritual advisor.
Consistency and honesty in sales reporting to the teams members is crucial for maintaining trust. Accurate and transparent reporting builds credibility, fosters long-term relationships, and helps identify areas for improvement in business strategies.
Create and share detailed sales reports and dashboards that highlight key metrics, goals, achievements, and any deviations from targets. Use visual aids like charts and graphs for better understanding. Set up scheduled calls with your manager to provide updates on sales progress. Discuss recent sales activities, deals in the pipeline, potential opportunities, and any roadblocks faced.
As a team leader, you should pursuit the main goal: to create self driven sales department. Guiding colleagues to be independent, structured and responsible by using different methods and tools is a key to success. Nowadays, the variety of digital solutions is enormous and it is easy to select a proper combination.
Connect important strategic projects and goals with sales process. That makes the sales process relevant, tangible and avoids to be perceived as administrative.
By employing a combination of these strategies, One can ensure that both your team and manager are well-informed about sales progress, fostering a collaborative and transparent working environment.
Communication is basic, as well as listening and comprehension. Opening the space for conversation, discussion, feedback, etc. will make the difference. We assure all parts to know what we are pursuing, the tools we have, timings, obstacles and everything from different perspectives. Later you can choose channels, metrics and any other important topic but, if the fundamental base is not honest communication and comprehension, will not have the expected results.