Tag Archives for " Sales Management "

Sales Coaching, Donald Kelly, The Sales Evangelist Podcast, Sales Training

TSE 324: Sales From The Street-“Coaching”

Sales Coaching, Donald Kelly, The Sales Evangelist Podcast, Sales TrainingToday, I’m going to talk to you about sales coaching, specifically how sales managers.And here are the common questions I have come across.

  • Should a sales manager sell? Or should he/she be a manager/coach?
  • Should you hire your top rep to become your sales manager?

Many companies hire a coach but what I noticed to work effectively is when the company has a manager in place who serves as a guide or a coach to help the sales team perform.

However, some companies look for their next manager by looking at their top performing rep. Now, if they are performing well, why would you take them out of a selling situation?

Some cons when taking the top performing rep out of the field to become a sales leader:

  1. They’re not selling so you lose out on some revenue right away.
  2. The presence of some biases or conflicts of interest and then distrust begins to happen leading to a disconnect between management and sales people.

Strategies to avoid biases:

  1. Get people some training and help so they can perform well.
  2. Set up their earnings based on the performance of the team.

The power of having a coach:

  • It challenges you and helps you set goals.
  • It helps you find out your weaknesses and where you need help the most.
  • It gives you help, direction, and guidance

Major Takeaway:

Hire someone from the outside to be a sales coach or manager that’s going to come in and be there full time to dedicate, guide, train and help your organization. Don’t just take your top reps out and make them sales managers. First, find out if they desire to do that in the first place.

Episode Resources:

Coaching Salespeople into Sales Champions by Keith Rosen

Get a free audiobook download and a 30-day free trial at audibletrial.com/tse with over 180,000 titles to choose from for your iPhone, Android, Kindle or mp3 player.

The Sales Evangelist, Donald Kelly, Donald C. Kelly


Salesforce, Increasing Sales, Donald Kelly, Justin Roff-Marsh, The Sales Evangelist

TSE 321: Embrace The Machine! Radically Improve Your Salesforce With This New Model

Salesforce, Increasing Sales, Donald Kelly, Justin Roff-Marsh, The Sales Evangelist Today, you will learn about an interesting concept about eradicating commission as part of the business model. Say what? Okay, hold your horses now. Our guest today has a pretty interesting perspective on eradicating commissions that you might want to tune into, plus more!

Justin Roff-Marsh is the Founder and President of Ballistix, a sales management and marketing consultancy where they build sales functions for organizations either from scratch or go into organizations and re-engineer their sales environment to look more like a production environment. Serving clients in the US, Australia, and the UK, they’ve worked with clients across these three continents over the last 20 years.

Here are the highlights of my conversation with Justin:

The use of the word “process” in the formal sense:

Most organizations do not have a process but a bunch of people running around trying to sell stuff.

Core components of a successful sales environment:

  1. Start at the end, work backwards.

Figure out what activities generate sales and the various activities that contribute to sales which make the bigger contribution.

  1. Meaningful, selling conversations/interactions

These are the primary drivers of sales volumes. For field sales, the primary driver is the number of times of face-to-face conversations with potential customers. For telephone sales, the driver force is the volume of telephone selling conversations with prospects.

  1. Division of labor

To have people focus on selling, they have moved activities to customer service and engineering handling the following areas:

  • Transactional
  • Looking after existing accounts
  • Processing repeat transactions
  • Generating proposals and quotes
  • Handling issues

This takes away 60% of their work

  1. Prospecting and lead generation
  • Categorized under their Promotions subset of marketing
  • Promotions team generating almost 100% of the opportunities salespeople are prospecting

The repercussions of outsourcing your prospecting:

  • Economic incentive for both organization and provider to come up with a quick fix
  • It’s unproductive, you turn to telemarketers and the organization gets dissatisfied with the quality of sales opportunities generated
  • Provider works away from the work due to costly staff turnover
  • Incentives are wrong if you outsource this to someone else
  • Organizations have to figure out how to do this themselves

The idea behind doing away with commissions:

  • Figure out what people are worth and pay them their market value.
  • If you pay people on a piece rate, they end up competing with one another and the process ends up tearing itself apart.
  • Fosters division of labor and team-based approach selling

Justin’s Major Takeaway:

Read Justin’s book, The Machine: A Radical Approach to the Design of the Sales Function

Eliminating commission is a consequence of applying division of labor itself, not as a primary.

If all you want is incremental improvements, take 1-2 ideas from them but if you’re looking at sales and recognizing that you can’t achieve your growth objectives for the organization by scaling your sales function in its current form, then stop looking for worn-off fixes and read the book.

Episode Resources:

Get in touch with Justin through his blog at www.salesprocessengineering.net.


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The Sales Evangelist, Donald Kelly, Donald C. Kelly

Deb Calvert, The Sales Evangelist Podcast, Donald Kelly, Sales Evangelist, Best Sales Podcast

TSE 244: Stop Selling & Start Leading!

Deb Calvert, The Sales Evangelist Podcast, Donald Kelly, Sales Evangelist, Best Sales PodcastResearch shows that 37% – 50% of sellers are not making quota. Quite an alarming statistic, isn’t it? And if you’re not doing anything to up your game, then you could fall under this portion of the pie. Now you’re in for a treat.

I’m bringing in Deb Calvert for the second time in TSE history.  The last time we had Deb on the show, we spoke about DISCOVER Questions™ that teach sellers to become better in their sales career. Today, we talk about how you, as a seller, can Stop Selling and Start Leading and how that can have a tremendous impact in making buyers respond more.

Deb revolves around two worlds – selling and leadership development. She is the founder and president of People First Productivity Solutions, a company that seeks to help people become effective through putting people first.

Here are the highlights of my conversation with Deb:

Why people aren’t making their quota:

  1. Lack of confidence
  • A feeling of defeat.
  • They don’t feel they inspire somebody.
  1. Lack of skills
  • Lack of authentic dialog, not just asking the questions on the piece of paper given to you.
  • Have a script but don’t be scripted.

The concept behind the movement Stop Selling and Start Leading!:

Leaders have 30 behaviors that if they choose to act in these 30 ways more frequently, they will become more effective. The same applies to sellers.

How Sellers Can Behave to Make Buyers Respond Positively:

  1. Align your actions to your core values.

Don’t deviate from what you truly, internally believe. Be guided by those principles to do the right thing. This will help develop trust more readily with the seller in the same way that sellers stay on track, bringing integrity to the buyer-seller relationship.

  1. Have confidence.

Have a core belief in what you’re doing to inspire the buyers.

A Forrester research demonstrates that only 19% of buyers rate conversations they have with sellers as valuable while the other 81% of buyers think that conversations with sellers is a waste of time.

  1. Create an experience.

Buyers want to have an opportunity to participate in creating what they want. Give buyers the experience and engage them in using the product or in understanding how the product fits them in a custom way. Get them to collaborate with you to come to the solution so it’s not robotic. Lead the buyer instead of selling the buyer. Create and extend value.

How to Create a Unique Experience in Each Call:

  1. Ask quality, thought-provoking questions.
  1. Help the buyers get some insight about their own business.
  1. Ask enough questions that will get clarity in their decision criteria.

5 Exemplary Practices Sellers Can Utilize to Transform Themselves Into Leaders:

  1. Model the way.
  • Align your actions with core values.
  • Make sure people believe in you by being consistent.
  1. Inspire shared vision.
  • Lead your buyer by helping them achieve what they’re looking to achieve.
  • Understand what they’re looking for.
  • Engage and excite the buyer by giving them inspiration.
  1. Challenge the buyer.
  • Get buyers to experiment and take risks.
  • Get them to think in a bigger way about the kinds of opportunities if they put themselves out there.
  • Go out of their comfort zone and stretch a little bit.
  1. Enable your buyers to be co-participants in co-creating insights.
  1. Encourage them.
  • Bolster the courage and commitment of your buyers to make them more enthusiastic and make them feel good about the decision.
  • They see the value which is reflected back to them.
  • “Encourage” means to pour courage into.

Deb’s Major Takeaway:

  1. Read the book, DISCOVER Questions Get You Connected.
  1. Sign up and join the movement to Stop Selling and Start Leading! Stay engaged and find out more by participating in their research and case studies.

Deb would like to hear your perspectives. Connect with her on Twitter, Facebook and LinkedIn.

Episode Resources:


People First Productivity Solutions

The Leadership Challenge

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The Sales Evangelist, Donald Kelly, Donald C. Kelly

Butch Bellah, The Sales Evangelist, Donald Kelly, Sales Podcast, Sales Management for Dummies

TSE 203: Sales Management for Dummies with Butch Bellah

Butch Bellah, The Sales Evangelist, Donald Kelly, Sales Podcast, Sales Management for Dummies Is it your first time managing a sales team? Or are you struggling with managing your existing sales team? Our guest today may just have the perfect tool for you. It’s a book he’s written called Sales Management for Dummies.

Butch Bellah is a speaker, sales trainer, and author. He works with salespeople to gain more appointments, win more business, and retain more customers. Based in Dallas, Texas, Butch helps people find areas in the sales process where they have hung ups and he is truly passionate about professionalizing the profession of sales.

His first book, The 10 Essential Habits of Sales Superstars: Plugging Into the Power of Ten which hit #1 on Amazon’s list of Sales Books in August 2014 (and he has a picture to prove it!) paved the way for John Wiley & Sons publishing to approach him where they asked him to write a book, Sales Management for Dummies.

In this book, Butch offers a handy go-to guide for sales managers covering areas like management, building a commission program, budgeting, resolving territorial disputes, etc. – all necessary for creating a solid and successful sales team.

Here are the highlights of my conversation with Butch:

Biggest issues sales managers come across:

  1. Defining territories
  2. Compensation plan
  • Be very careful with people’s money. Check it multiple times and test it for 6 weeks before you ever roll it out there.
  1. Managing different personalities
  • What motivates one might demotivate another. As a sales manager, you need to wear different hats.
  1. Set your sales goal high, set your sales budget low, set your forecast about where you think it’s going to be.

How to Keep Your Team Motivated:

  1. Keep the inspirational fires burning.

You can’t motivate someone to do something. But you can inspire them and give them a reason to be motivated. Find out what it is they’re striving for or the gold standard for them.

  1. Adapt your personality to every sales person.

Learn the in’s and out’s and nuances of each individual personality. Doing the same thing for everyone might cause you to lose really good people that don’t like to be managed that way.

How to Make Effective Sales Meetings:

  1. Set a schedule and agenda.

Work with a sales meeting calendar and plan ahead the topics to include. Back plan everything and know when you want to roll it out. Butch thinks Saturdays are the best time for sales meetings to avoid pulling them out of the market during weekdays.

  1. Bring in another voice.

Your team can get tired of hearing you all the time. Break that monotony. Keep it interesting. Give them a reason to want to go to your sales meeting.

  1. Offer something of value that they’re going to get from the meeting.

Product knowledge, sales skills or GAME (Goals, Attitude, Motivation, Education)

  1. Do role playing.

Get people comfortable to ask questions, overcome questions, build rapport, and do the basic steps you’re supposed to do all the time. This is a time for you to inspect what your people are doing.

Butch’s Strategies for Effective Time Management

  1. Hit the ground early Monday morning and have an appointment schedule for late Friday.
  2. Take 10 minutes at the end of everyday to make sure you’re ready for the next.
  3. Take 30 minutes on Sunday afternoon or evening to prepare for the week.
  4. Take an hour at the end of the month to look at the entire upcoming month and write down your goals.

Butch’s Major Takeaway:

Forget what you’ve heard about ABC (Always Be Closing)… it’s Always Be Prospecting! Get out and meet new people.

Episode Resources:

Get in touch with Butch through www.butchbellah.com or connect with him on Twitter @salespowertips and Facebook B2TrainingAndDevelopment.

Download a free copy of Butch’s first book The 10 Essential Habits of Sales Superstars: Plugging Into the Power of Ten by visiting www.butchbellah.com/TSE

Sales Management for Dummies

The Sales Evangelizers, Donald Kelly, Sales Facebook Group

The Sales Evangelist; Ken Thoreson, Sales Management

TSE 124: Sales Management & Developing High Performing Sellers

The Sales Evangelist; Ken Thoreson, Sales Management Do you absolutely, truly, definitely want to slam your way to sales success? Our guest today will show you how. Ken Thoreson is a speaker, author, and consultant with extensive expertise in strategic sales management.

Ken Thoreson, Acumen Management Group, Ltd. president, is a sales leadership professional who “operationalizes” sales management systems and processes to pull sales results out of the doldrums into the fresh zone of predictable revenue. As a sales management thought leader Ken is recognized as an expert in sales execution, channel management, revenue generation, sales analysis, compensation, forecasting, recruitment, and training within the sales function.

Over the past 14 years his consulting, advisory, and platform services have illuminated, motivated, and rejuvenated the sales efforts for companies throughout North America—from emerging, transitional to high-growth. Prior to founding Acumen, he led development-stage, entrepreneurial, and a $250-million national vertical software sales organization as vice president of sales. As a speaker, Ken energizes audiences and recharges their personal commitment to professional excellence to help drive personal and organizational change and growth.

In addition to the four released books based on his Sales Management Guru series, and Success Simplified, co-authored with Stephen Covey, Ken’s many articles and nationally recognized blog are excellent resources for executives who want to revitalize their organizations. He has been published in Selling Power, VARBusiness, Reseller Management, Business Products Professional and SmartReseller. He is currently a columnist for Redmond Channel Partner Magazine, a publication for Microsoft channel partners. Ken’s blog has been rated in the top 10 sales blogs in the United States and ranked a top sales industry social media user by Top View.

Ken is an author of four comprehensive, information-rich books about sales management. The latest of which, SLAMMED! For the First Time Sales Manager, is a fun book made for people jumping into sales management. Kens books are guide books with great tips, ideas, and tools for sales managers.

In this episode, Ken talks about how recruiting is a critical component of sales leadership and how it’s really about hiring the best candidate and not the best available candidate.

Ken is a leader at the Acumen Management Group that focuses around programs in place, alignment of compensation plan, marketing messaging issues and other issues that are preventing growth.

Here are the highlights of my conversation with Ken:

Ken’s coolest sales experience when he was the customer

Ken’s books on Sales Management:

Your Sales Management Guru’s Guide to:

Leading High Performance Sales Teams

Creating High Performance Sales Compensation Plans

Recruiting High Performance Sales Teams

SLAMMED! For the First Time Sales Manager

Why break it down to 4 books instead of condensing it into one:

  • Sales leaders are busy
  • Designed as quick books with a lot of pertinent, textual information
  • Designed for sales managers to grasp the idea, see the examples, utilize the tools, and execute!

What separates high performance salespeople from the rest:

  • Creativity
  • Empathy
  • Ability to adapt
  • Take selling as a profession
  • Constantly refining their skills and investing themselves
  • High levels of energy
  • Intelligence
  • Passion and Commitment

How his book on Recruiting High Performance Sales Teams is different from others:

  • Focused on sales managers’ creation of interviewing process
  • Taking the emotion out of hiring
  • Creating a scorecard defining 5 specific work experiences and 5 personality traits you want the person to have
  • Interviewing questions that you ask salespeople
  • Sample of a new-hire salesperson on-boarding plan

The top 3 most important points on recruiting:

  1. You are always recruiting: 20% of the sales manager’s time is to recruit
  2. Taking the time in the interview process to get it right: Interview at least 5 and at least 3 people in your company interviewing the candidate
  3. Social Interview/Case Study

The biggest mistakes people make when they’re hiring:

  1. Taking too long to make the decision
  2. Improper on-boarding
  3. Getting emotionally involved with the candidate

Success in companies vs. stagnant growth in others:

  • Leadership: Creating an environment of high performance
  • Having the right culture
  • High expectations
  • High accountability
  • Having fun!
  • One element commonly missed: VISION

Building your personal business vision:

  • Identifying your business plan and understanding your goals
  • Defining your personal training goals for products/service and personal self
  • Making sure the manager understands the salesperson’s vision and goals

The importance of VISION for business growth:

  • Motivation
  • Having a mantra for your life

On creativity: It can be learned.

How a manager can be effective as a coach or mentor:

  • Establish a formal one-on-one and face-to-face conversation at least once a month
  • Coach around performance, not the person
  • Creating an environment and then the tool set and the mindset that coaching is a critical element
  • Using the word “feel” in asking questions

Current projects Ken is working on:

  • Working with individuals, organizations, and major corporations selling independent distribution and helping them build programs to drive more products (Ex. Cisco, Microsoft)
  • Sales Manager’s Tool Kit
  • Doing keynote presentations and sales performance workshops at conferences

Visit their website www.acumenmanagement.com for free information, videos, programs, and downloadable white papers. Also, find free information from his blog Your Sales Management Guru.

Or send him an email at ken@acumenmanagement.com

Ken’s Major Takeaways:

Think about what the definition of a professional is and make a commitment to increase your level of professionalism every quarter.

As a sales manager, focus not on the numbers; focus on the relationship and creating an environment that’s fun and with high expectations with accountability.