What are the most important strategies for managing an IT Sales team?

Setting realistic and achievable goals for each salesperson or team as a whole will make it easy to track their performance and success

In Sales, goals are the engine of productivity. One of the most powerful things about establishing specific and measurable goals (SMART) is that they become your scorecard – providing indicators for how well you are implementing your plan. These indicators allow you to look critically at your sales activities and to adjust on a regular basis. Remember to review and analyze your results and adjust to keep your plan relevant and on-target.

I would encourage my team to build a "Portfolio View" of their customer accounts & deals (Strategic, Transactional & Run-Rate). This would allow prioritization of time, effort, and other internal resources. Also, as a sales leader, my goal would be to continually coach & guide my team and make sure that for every large deal, they are: 1) Able to articulate clear & monetizable value in customer terms 2) They understand and are able to articulate the decision-making process within their customer's organization 3) They have identified and are engaging with the right stakeholders in their customer's organization

Effective strategies for managing an IT sales team include setting clear goals, providing comprehensive product training, and fostering a collaborative team environment. Regular performance evaluations and feedback sessions help keep team members accountable and motivated. Utilizing data analytics and CRM systems aids in tracking sales metrics and identifying opportunities for improvement. Encouraging ongoing learning and adapting to technological advancements ensures the team stays competitive. Lastly, effective communication, both internally and with clients, is paramount for success in IT sales.

Setting clear and realistic goals is the launchpad for a thriving IT sales team. Think SMART -- these goals not only fuel motivation and ownership but also serve as the compass aligning the team with the company's vision. It's not just about targets; it's a dynamic roadmap, fostering adaptability and efficient resource allocation. Embracing a culture of continuous improvement, these goals amplify the team's impact, making every win a celebration of success in the ever-evolving world of IT sales.

Sales people are motivated by growth, and to grow we need to learn. Having a commitment to structured training and development allows us to establish and build off foundations. This in turn allows us to better iterate when things go pear shaped. Also has the (awesome) side effect of setting our reps up for future success and promotions. Leaders work for our reps and we have a commitment to their current and future selves.

Ongoing training and coaching are crucial for keeping the sales team sharp and adaptable. The sales landscape is constantly evolving, with new tools, techniques, and customer expectations emerging regularly. Therefore, regular, data-driven training ensures the team stays up to date with market trends and continuously improves their skills. Moreover, coaching should go beyond just knowledge transfer, focusing on developing individual negotiation skills, emotional intelligence, and crisis management capabilities.

IT sales persons too often are primarily trained on technical skills or some basic interpersonal skills. From what I have seen with successful IT sales persons, understanding their clients industry, their challenges and even more specifically the business model of their clients is key in order to tie their own offering to business outcomes and or initiatives already defined and running at their clients. This also helps them building broader networks at their clients and engage with business representatives who most of the times are also involved in technology selection.

IT changes more frequently than just about any other industry out there. But aside from just technical training, I think sales training and constant coaching are key to your sales team's success. The reason for this is all about building a culture of constant improvement—sending a message to your team that we always can improve and continue to learn and hone our craft in sales. When we have a rep close a deal, we always do a company announcement where that rep has a chance to walk our other reps through this deal cycle and how he/she navigated their way through it. This allows the rep to relive these events and also provides valuable training to other reps in the company. We all learn from each other's successes and get stronger as a group.

IT has been changing at a rapid space. You need your team to update themsllves at regular intervals to stay relevant in your discussions with CXO levels. Messaging should be discussed and refined as regular exercise for the team to succeed

The CRM is key. It should be the one source of truth and additional tools need to be native to the CRM or integrate. This gives sales leaders the chance to report and share information but even more important make strategic decisions based on data. Pipeline management and account overviews are crucial to assess account health but also to have forecasting accuracy.

The right CRM is a must, something all sales people can track what they’re working on but also easy to use. To complicated and the employee won’t use it to there best ability

La queja mas constante de mi equipo de venta siempre fue locomplejo de tener que mantener actualizado el CRM, y como futurista/tecnologo y Flojo coincido en que todo esto debe estar vinculado a unos cuantos clicks en una aplicacion mobil. Se puede llamar SuperSalesApp, o CRM mobile, Salesforce, o incluso excel, pero entre mas facil sea de actualizar mejor uso le estaremos dando a latecnología y a la toma de decisiones con un pipeline actualizado casi en tiempo real.

CMR is the best you can use to follow up progress in opportunities your sales team is working on. Best practices of opportunities' evaluation - estimation of it's value and probability to close the deal, gives solid base for forecasting of future revenue. And best practices how to lead the opportunities through the sales funnel is the key for your sales team and your success.

Providing your IT sales team with the right tools and technology is like giving them superpowers. With tools like CRM software to manage customer relationships, sales analytics platforms for valuable insights, and communication tools to collaborate seamlessly, they can work smarter, not harder. These tools empower them to understand customer needs, stay organized, and ultimately, drive more sales.

Training and coaching is ongoing process. Let your team be synced with latest technologies stack and allow them to play with that tech stacks, guide them and let them find the solution for creating better solutions for the customers.

Ich habe sehr gute Erfahrungen damit gemacht, übergreifende Teams aus Sales, Marketing und Tech Consulting aufzubauen, die gemeinsam einen Funnel aufbauen und verantworten. Dadurch fallen Hürden, Silos werden abgebaut und tieferes Verst?ndnis für die Sichtweise der Kunden gelangt in die initiale Kundenkommunikation.

Training and coaching should never ever stop. Be willing to do the work with them. Lead by example and it will help build an even better environment. If everyone sees this they will have the utmost faith in you as a leader.

A lot of wishful thinking in that area….based upon my personal experience, to cultivate a positive and collaborative sales team culture, 1) commitment and 2) tangible plans are paramount. Consistent leadership dedication, coupled with well-communicated and achievable strategies, lays the foundation for a thriving environment where collaboration naturally flourishes.

Your sales team needs to have a stake in the overall production goals. We provide monthly and quarterly incentives to everyone that supports the sales process.

For me, Accountability has always been the key to success. You don’t necessarily have the micromanage the people but I do recommend you micromanage the process and the leads. They have to be touched every day by everyone involved including the desk. This will increase the probability of converting that prospect into a sale.

En este caso la supervisión y medición de resultados va de la mano de establecer los objetivos (SMART como mencione en el punto 1) para definir como los supervisamos y medimos, para tomar acción y llegar al objetivo. Estan los KPI'S que considero si se llevan bien y generan las decisiones correctas no es necesario llegar a los OKR'S al final los dos (o los 3) van de la mano y nos ayudan a definir constantemente, nuestras acciones para lograr la meta.

Sales operations and individual reps need to have a central repository to enter data where reps and management can have direct insight into the progress. Most measurables that need to be tracked go far beyond just bookings for sales reps. Things like COI (Center of Influence meetings), FTAs (First-time appointments), Cold Calls, Dropoffs, and networking events are all activities that need to be measured and tracked for individual reps. By having a way to track and monitor activities, this can lead to enhanced results and remove one less variable from the equation. To improve a process, you must be able to track and provide data. Without a way to track other metrics, you are guessing at what the problem is if a rep is underperforming.

One key element for me here is to steer the "right" KPI's and consistently follow up on those plus having scenarios handy on how to react in case of underachieving those KPI's.

Accountability is everything! Have weekly check ins as well as bi-monthly. Your team will feel more supported as opposed to micromanaged. It will also help your team know where they stand in reference to their goals.

Every great sales operation must have a solidified and proven sales process. This should be a documented process that reps always revert back to, utilizing it for their opportunities. However, one quality that all of the best IT sales reps have is an enormous amount of creativity. Your sales process should be a starting point and the foundation of your sales team; however, the best sales reps never become stagnant in their approach. They think about every aspect of their opportunity and find creative ways to position themselves above their competition. They are constantly thinking outside of the box and looking for ways to improve the process. Adaptability and innovation are key characteristics that I find most common in IT sales reps.

Jeder Vertrieb muss einen weitestgehend standardisierten Verkaufsprozess operativ eingeführt haben. Dies sollte ein dokumentierter Prozess sein, welcher unter Umst?nden bereits (Teil-)automatisiert ist und von allen Vertrieblern nicht nur lesend und ausführend gelebt wird, sondern auch weiterentwickelt wird. Der KVP kontinuierliche Verbesserungsprozess steht hier im dauerhaften Fokus. Eine starke Unterstützung kann aus meiner Erfahrung ein BPM-Tools bestehend aus Dokumentation und Automation sein (bspw. die BIC Platform).

Be open to adjusting strategies based on feedback and market dynamics. An agile approach allows your team to respond quickly to changing customer needs and industry trends.

All the best sales I've seen were made using the best tools implemented by the technology team, so having an aligned CRM always brings good results.

In the dynamic tech landscape, staying attuned to evolving customer needs & market expectations is paramount. Conducting thorough market research, actively seeking & incorporating customer feedback, & leveraging data analysis are integral components of this strategy. By continuously monitoring trends & testing novel ideas, the team can ensure a forward-thinking approach. Implementing swift changes & effective solutions based on insights gained contributes to not only staying competitive but also fostering lasting value for our customers. In the fast-paced world of technology, a commitment to adaptation and innovation is central to sustaining growth & solidifying your product/brand's position in the market.

Another critical element in managing a team is the ability to self-manage. After all, how can you effectively lead others without first mastering self-management? Successful leaders possess a high degree of self-awareness, self-control, self-determination, and a commitment to self-development. If you're waiting for your company to nurture your growth, you may find that you've already missed the train.

First and foremost is the use of CRM not only to track sales activities, customer interactions, and performance metrics. But also to identify trends, forecast sales, and make informed decisions. Other important aspects are setting clear goals and objectives, attending right training and development programs, encouraging through timely variable payouts, incentives and developed compensation plans. In the end achieving this through strong leadership by being approachable, supportive and willing to listen concerns & suggestions.

Beyond the fundamental principles, there are additional critical strategies: 1. Choose the Right Candidates 2. Focus on Attitude & Potential: key predictor of success 3. Define a clear Career Path 4. Promote/Demote: Regularly assess individual perf., be prepared to make tough decisions 5. Build a well-rounded team 6. Provide the Right Level of Support 7. Autonomy with Levels of Control 8. Invest in continuous Learning & Personal Development 9. Set the Bar always High 10. Run into the Fire with Your Team: Leadership is about solidarity. Show your commitment 11. Play hard work hard (and/or smart) 12. Give a Purpose 13. Be authentic as a leader … Successfully managing a sales team involves a comprehensive approach beyond the basics.

You can't force teams, they form themselves. The best results come from teams that appreciate and respect each other. In this way, the results occur naturally.