How to Build a Bench of Sales Talent

The transition from an individual contributor to sales manager is typically the toughest transition in a sales career. There is usually very little training or support provided before the executive team starts demanding results.

One of the most challenging elements for new sales managers is the amount of time they have to dedicate to human resources; recruiting, hiring, and managing team performance. These are all new skills and much different to the selfish pursuit of being an individual contributor.

The reality is that your success as a manager comes down to the performance of your team, so you need to dedicate time and energy to their performance, while also building a strong base of talent for the future.

That’s what I want to talk about today, the importance of building a strong bench of talent for your team that you can draw from when you need to. But first, let me share a story...

A client story

In a recent client engagement, we were working with a management team that were evolving their product and go-to-market strategy. There was a sense of energy in the team as we discussed the strategy for the future.

But the tone of the conversation changed when we started to look at territory allocation and sales rep performance. There were several “ok” performers who just weren't going to cut it in the new environment.

They had to make a choice:

Option A - Transition the “ok” performers out of the business immediately.

This approach would transition these people out of the business, so that they could focus their attention on their existing team, then hire and onboard new team members in an attempt to develop a brand new sales culture. The downfall of this approach is that it would likely put the short-term targets at risk.

Option B - Persist with the “ok” performers, but proactively look for other candidates.

With this approach the current team will stay as it is, but now the managers focus is split between the reps, and simultaneously looking to identify and interview the best available candidates from outside the organisation. This doubles their workload and expands their focus. To compound things, if they do hire these new reps, they would enter a somewhat underperforming sales culture.

The challenge with Option A is that it is going to have an immediate impact on you being able to hit your numbers.

Option B, on the other hand, is going to be a huge drain on your focus, and could potentially taint your new hires with an underperforming sales culture.

On face value Option B looks like the best result for the current reps, but in reality it probably isn’t a good option for anyone. The “ok” reps aren’t performing well, which typically means they are uninspired by the role and may be happier working somewhere else.

To compound the issue, the managers in the business didn't have a good understanding of the talent available in the market. They also didn’t appreciate how long it would take to identify and recruit the right talent, or to onboard them to full productivity.

Neither option provided a good outcome for the business or for the manager, but there isn't much they can do about it now. They just have to take their medicine, make a decision, have the tough conversations, and then execute the plan.

What could they have done differently?

How can they avoid these challenges in the future?

The key to avoiding scenarios like this is to build a bench of talent that are excited about the opportunity of working with you and your business.

Why is a bench important?

A bench is important because it enables you to understand the talent that is available in the market. You can then promote your top performers, and make the tough decisions to transition someone to their next role, either inside or outside of the business. It also helps you respond to market conditions by hiring a top performer from the competition, entering a new market, or taking advantage of changing company dynamics like when a new headcount becomes available.

PRO TIP: The best talent is rarely available when you want them, why? The best salespeople are typically already in good jobs. You need to know who they are and what they are trying to achieve to see if your organisation is a potential fit for them.

So, how do you build a bench?

To build a bench of sales rockstars who can join your team on a moments notice, you need to develop a recruiting cadence.

Now before you ask, this isn't your HR managers responsibility. They can be your partner in the process, but you need to take ownership of the problem - it is your team and your number.

So what is required to develop a recruiting cadence?

You need to treat it like filling a pipeline full of prospects.

Here are few steps you can follow;

1. Set goals for how many conversations you want to have per week/month

Align the size of your bench to the size of your team and potential opportunities. You never know when someone on your team may pursue a career change or start tanking their performance.

2. Build a profile of your ideal representative

Who is going to be the ideal addition to your team? What is their background? What does their experience look like? Having a clear picture makes it easier to identify potential candidates.

3. Identify the happy hunting grounds

Which companies are they likely to be working for now? Is there someone within your existing customer base who could make the switch? Are there any meetups or events that aspirational sales reps attend, like Rock Your Revenue?

4. Begin your outreach

Just like when prospecting, you need to be consistent and deliberate. Take a structured approach and leverage tools to automate the process such as Meet Leonard, Dux-Soup, SalesLoft, or Outreach. Two or three touches is probably enough to validate whether they are interested in a chat.

5. Have conversations

Remember this isn't an interview, just a chance to speak to a fellow sales professionals and identify a potential future fit for your business. Make sure you are clear on your objectives so that no-one is wasting their time, and be sure to provide some value for the candidate. This is your first opportunity to demonstrate why they would want to work for you.

6. Create a nurture sequence to keep any positive engagements warm

Once you have met them and identified a fit, you need to keep a regular cadence of communication to ensure you are abreast of their situation, and they of yours. A monthly or quarterly email, coffee, beer/wine, usually will suffice.

Wrap

Building a bench isn't easy. Good things in sales rarely come without hard work. But having a bench of available talent gives you the option to be a better manager to your current reps, and provides the best opportunity to deliver consistent results for the business in the long run.

Happy Selling!