What To Do All Day Pt. 1

Sales managers play a critical role in actively coaching, mentoring, and monitoring their teams to drive success

You all probably know my mantra at this point - you work for your team, not the other way around!

From spending significant time in the field to a strong pipeline, to teaching reps the art of effective prospecting, we've got more great detail from Walter Brown into transforming sales strategies and outcomes!

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Tech Sales Insights LIVE

Join us Friday, December 15 at 12:30PM EST for the next episode of Tech Sales Insights LIVE featuring David Schneider , General Partner at Coatue :

'Lessons Learned: Culture, Growth, Hiring, Forecasting, Career'

This episode is sponsored by Modigie, Inc. , the Last Mile Optimization sponsor of the Sales Community. Modigie is a sales-focused SaaS company that has “cracked the code” on scaling B2B prospect engagement. They help companies reveal and fix inefficiencies in their B2B contact data that they need to use today, enabling them to perform at levels they never thought possible. Modigie optimizes everything you have already invested in: your personnel, data providers, and tech stack.

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Advisory Board on the Move ??

We had some big movement last month on the Advisory Board, congratulations to this group on their new roles as we inch closer to 2024!! ?

? William (Bill) Bodei, Regional Sales Director at Hammerspace

? Brandon Sweeney, President & COO at dbt Labs

? Chris Hasenbein, Managing Director, Americas at Archive360

? Chris Riley, CEO & Founder of Winning Edge Advisors

? Greg Rigot, SVP of Sales at Mavenoid

? Jay Snyder, SVP of Partners & Alliances at Dynatrace

? Jeffrey Casale, CEO at Board

? Jeff Lattomus, Global DGX Cloud Sales Leader at NVIDIA

? Jim Nyhan, Director of Enterprise Sales at CyberProof

? Ken Tacelli, CEO at MacStadium

? Kevin Arsenault, CRO at Ordr Inc.

? Lee Hacohen, Head of Sales at Regie.ai

? Matt Nelson, VP of Global Strategic Alliances at Cority

? Michael Gannon, President at Broadcom Software

? Rick Ruskin, VP of Cloud Strategy & Operations at Technologent

? Robert Ruelas, VP of Revenue at Broadcom Software

? Shawn Green, CRO at Carbon6

? Shawn Pearson, Hyperscale Alliance Sales Manager at Infoblox

Wishing everyone the best of luck closing out the year, happy selling!!

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Randy's Tips to Sell More ?? Excerpts from Your Go-To Sales Advisor

Chasing Quota by Walter Brown

Chapter III. What To Do All Day Pt. 1

Your job is to add dimension.

• Ask yourself, ‘where do I contribute the most? ? How well would my team do without me?’ ? Then ask your reps the same questions.

Get out from behind your desk.

• Spend at least 3 days a week in the street—coaching and mentoring your reps—all the way to quota—and beyond.

Never say anything once.

• A good coach repeats lessons until everyone gets it right.

Don’t hesitate to check the quantity or quality of your reps’ activities.

• If good, they will be happy to show you. If not, you need to find out. If a rep tries to dodge you, it is always a sign of trouble.

Make sure your reps know where they spend their time.

• Make sure you know where they spend their time.

Some reps know how to light fires, but don’t know where.

• Some know where, but not how. And some are always in the dark. When it comes to prospecting, make sure your reps have matches—and know where and how to use them.

You can’t harvest what you haven’t planted.

• Pipeline additions must match pipeline subtractions. So don’t let your reps spend too much time harvesting and too little time prospecting. Follow the same rule yourself.

Measure pipeline buildup, not just sales production.

• It’s true that we judge reps on their sales production; but good pipelines will normally yield good production. In other words, good results come from good process.

Hug the right prospects, not the easy prospects.

• Each rep needs a clear prospecting roadmap—a plan for building pipe- lines. Two or three pages maximum. Regular reviews. Without it they won’t find or hug the right prospects.

Reps should also hug their customers.

• Not just prospects—customers.

Review pipelines regularly.

• Start with a rep’s best deal, as they judge it. Then second-best deal, etc. If your still enthused after five deals, your rep probably has a decent pipeline.

Don’t get swallowed up by the details of a deal.

Prospects buy when they are comfortable with the answers to three simple questions:

1. Why do it?
2. Why now?
3. Why with you?

Be objective.

• Reps invest so much emotion in their deals that they lose objectivity. Your job is to help them find it.

Your best reps are your models.

• Who has the most business in your organization? Learn how they’ve done it—and copy them.

Remember that reps are optimists.

• How else could they do their job?

Reps are also visual people.

• Use pictures to train them, to persuade them, etc.

Words are important to reps.

• Make sure they learn the right words: To present their products. To ask the right questions. To capture prospect interest. To persuade. To close.

Reps are not illiterate.

• They often pretend to be when it comes to documenting their activities. But they will cover the subject orally.

If your reps have good jobs, remind them.

• If not, do something about it.

If reps don’t have enough motivation, don’t supply it for them.

• Reps need to supply their own basic motivation. It is not a commodity you can lend.

SOME OF YOUR DAY IS NOT CENTERED AROUND YOUR REPS:

Treat everyone like a prospect.

• Your management, your peers, your reps—everyone. In other words, selling is a full time habit.

X -Y = Z

• This is your contract with management, where

1. X is what you agreed to sell, and
2. Y is what you agreed to spend doing it.
3. Whatever happens to X and Y, protect Z.

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