Sales Acceleration
Is sales a numbers game? Debunking the mythBlog
Should you have a 100% commission sales team? The truthBlog
How to hire your first salesperson | Founders GuideBlog
Business Growth Goals | Rule Number OneBlog
Stop over-complicating your sales strategy & make progressBlog
Four Sales Leader Styles But Only One Yields SuccessBlog
Best North Star Metric for Startups | Hint its unmeasurableBlog
Why sales teams fail? And how to ensure its successBlog
Why sales teams miss quota | Top sales leader’s insightsBlog
Give your sales leader feedback to grow sales | CEO Talk TrackBlog
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"blog_copy_content": "How To Give Your Sales Leader Feedback To Grow Your SalesrnrnI commonly hear from sales managers and leads that providing negative feedback to their sales reps is their most challenging job.rnrnAnd this is a problem because as VP of Sales or the sales lead of an organization, you are the spearhead of the sales team\'s culture and the sales team\'s performance.rnrnIt is also a problem when the CEO or founder cannot provide their Sales Head the constructive feedback needed to foster sales performance.rnrnHow can a CEO expect their sales leader to have difficult conversations with a sales manager or sales rep missing their targets if they cannot do the same with their lead?rnrnAnd, I see this all the time.rnrnSo, how do you give your sales leader feedback and grow sales?rnrnYou frame the conversation with three components:rnrn tStart your feedback with the facts;rn tYou address the challenge without providing opportunities for excuses;rn tClose the conversation with your actionable next steps from your sales leader.rnrn rnrnIn this article, I give you a talk track that will allow you to confront your sales leader without being pulled into their web of lies, stories, or complaints as to why they didn\'t hit their targets.\",
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"blog_copy_content": "How to give you sales leader feedbackrn rnrnrnrnYour sales leader is the first person you go to after failing to miss any revenue targets.rnrnI do not allow excuses for missing quota or targets or any other agreed measurable metric. Your VP of Sales, Sales Head, or Sales Lead\'s job is to protect your bottom line and the sales team\'s success.rnrnIf they repeatedly miss targets and are on track to continue, they need critical feedback to course-correct. However, without a solid structure for this conversation, CEOs prioritize positive experiences over hurting a sales team member\'s feelings.rnrnI witness CEOs elicit sympathy while delivering feedback all the time.rnrnIt\'s human psychology. Nobody wants to be the bearer of bad news.rnrnEveryone wants to fluff over everything, provide all sales teams members with some positive feedback to cushion the negative feedback.rnrnThen, they hope that somebody gets the message.rnrnrnrnRemember: delivering bad news is harsh, and you may end up hurting your sales leader\'s feelings.rnrnYour job is not counseling sales professionals.rnrnUltimately, the business doesn\'t care about feelings; you have to deliver the message, even with negative feedback. You also need this individual to produce.rnrnFraming the conversation in a manner in which they understand and receive your message is essential.rnrnSo, use this talk track to provide productive feedback to your lead sales team member and get results, not excuses.\",
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"blog_copy_content": "Start Feedback with the Factsrn rnrnFirst, when you sit them down, let them know you\'re going to allow them to speak their part, but you need to communicate the truth first.rnrnStart your feedback with the facts.rnrnMy favorite phrase to start giving feedback:\",
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"blog_copy_content": "This one phrase elicits an instant paradigm shift in the conversation. And, creating this shift early in the exchange ensures that there are no opportunities for tall tales.rnrnLet them know; you see that the weekly targets and monthly targets aren't hit. And, you feel that the quarterly target will follow suit.rnrnNow, this is essential.rnrnYour lead needs to agree to these facts. Only a yes will suffice.rnrnThe reason why you want to start with this position is that you want to curb their perspective.rnrnPeople convince themselves of all sorts of drama, so allowing them to speak their piece; it's just venting.rnrnAnd, it doesn't lead to valuable and actionable feedback. It often doesn\'t lead to anything.rnrnThen finally, allow them opportunity to explain how they will course-correct to increase sales performance.\",
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"blog_copy_content": "Constructive Feedback Talk Trackrn“I see the weekly targets aren\'t hit and the monthly targets aren\'t hit. This leads me to believe that the quarterly targets will not be met.”rnrn“It would be irresponsible of me to allow this madness to continue and not say something.rnrn“So, before we proceed with this conversation, do you also agree that we are potentially in jeopardy of missing the quarterly target?”rnrn“And if so, what do you plan to do to course-correct?”\",
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"blog_copy_content": "Address the Challengern rnrnThe following conversation is about addressing the challenge.rnrnUsually, CEOs have a challenging conversation with their sales leader.rnrnThese conversations provide the sales leader the space to muddy the waters.rnrnOften sales leaders will focus the discussion on what they believe should \"actually\" be measured or their perception of the \"actual\" challenge versus the tangible result.rnrnThey construct a safeguarding mechanism to protect themselves against too much negative feedback. Positive feedback will never elicit this response.rnrnThe key is to make the missing targets a foregone conclusion. Your goal in this constructive feedback or conversation is to move past it and look to solve the problem.rnrnYou must tell them clearly what the challenge looks like for you and what you need true.rnrn rnrnrnrn rnrnIf done correctly, the conversation avoids going down the road of talking about laydown leads, cheaper pricing, or something to do with the competition.rnrnThose factors cannot be controlled in this meeting.rnrnSo, at this point in the conversation, it\'s clearly understood why we are having this conversation.rnrnNow, this next bit is vital.\",
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"blog_copy_content": "Providing constructive feedback but not the answerrn rnrnWhen you finally ask for their input, whatever you do; do not give them the answer.rnrnThere are two reasons for this:rnrn tIt\'s unlikely you have it.rn tEven if you do and give it to them, they\'re never going to learn.rnrnYou need them to arrive at this conclusion on their own.rnrnGood feedback should also be professional development.rnrnYour Sales Head needs to understand the process of recognizing when you will miss targets and how to pivot strategically to hit targets.rnrnThat will help them internalize an appropriate strategy.rnrnSo, next time they\'re off track, the VP of Sales will know how to course-correct themselves.rnrnRemember this great leadership principle: if the CEO comes in and fixes the problem for them every single time;rnrnwhat good is the sales leader?rnrnThis is key to creating a growth-oriented feedback culture from the top down in any organization.rnrn \",
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"blog_copy_content": "Constructive Feedback Talk Trackrn“We need to be at X, Y & Z revenue by the end of the quarter.” (It can also be any other metric you may be measuring)rnrnThen, allow them to state their position and ask them one or multiple of the following questions:rnrn t\"What would great look like for you?\"rn t\"What would you like to accomplish?\"rn t\"What can you accomplish?\"rn t\"What are you committing to?\"rn\",
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"blog_copy_content": "Get Actionable Next Stepsrn rnrnThe conversation must end with a solution.rnrnThis is perhaps the most integral component of the conversation:\",
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"blog_copy_content": "Once they start posing a solution, make sure you drill down and ask questions after questions. And follow it up with more questions.rnrnGet very granular on defining the next step or subsequent action.rnrnDo not allow them to be nebulous or leave it objective.rnrnThe following are not acceptable answers from your sales leader:rnrn tI just have to work harder.rn tI just have to try.rn tLet me think about it.rn tLet me figure something out.rnrn rnrnrnrnThey need to come to you tactically and explain the actions they are going to take, whatever the challenges.rnrnTheir response is the outcome of this conversation and is the most significant indicator of good feedback.rnrnAnd, these are the activities that we\'re going to then produce out of it.rnrnThat\'s where you\'re going to end that conversation with your sales leader.rnrnThis final part of the conversation is essential to providing your sales leader feedback that empowers them.rnrnIt\'s the difference between giving them good feedback and effective feedback.rnrnFraming the conversation this way will allow them to verbalize the actions, leading them to deliver valuable activities and align with a more growth mindset.rnrnIt acts as accountable, positive reinforcement to ensure they\'re going to want to follow through with their actions, achieving success.\",
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"blog_copy_content": "Constructive Feedback Talk Trackrn“Now, help me understand how you\'re going to hit this target?”rnrnAs they respond to this question, ensure you redirect their answers back to the specific actions and activities that they will produce.rnrnEspecially if they continue to produce the following unacceptable responses:rnrn tI just have to work harder.rn tI just have to try.rn tLet me go think about it.rn tLet me figure something out.rnrnNow let\'s say they are unable to satisfy you with a correct answer, or they continue to make excuses, then it may be time to consider investing in a new sales leader.\",
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"blog_copy_content": "Final Thoughtsrn rnrnIf you avoid having a challenging but beneficial conversation with your sales leader, you put feelings ahead of your sales performance and progress.rnrnA high-performing sales team has well-formed feedback culture where constructive criticism is met with actions, not excuses. This is especially true for the sales leader of that sales team.rnrnDo you expect your sales leader to give negative feedback to other sales managers, sales reps, or other sales team members if they miss their targets?rnrnIf so, why would you treat your sales leader any different?rnrnSo, the way I see it, you have two options:rnrn tHave a difficult conversation and hit targets.rn tAvoid that and let feelings get in the way of making genuine progress.rnrnIf you are concerned that your organization’s sales leader is not up to the task of spearheading your sales department, assess their suitability to the role.rnrnThe Rose Garden’s Sales Leader Evaluation Template categorically unroots current challenges with your sales leader – essentially threats to your revenue. Our Template also identifies imminent challenges specifically.rnrnRose Garden systematically guide you through a rubric of grading your sales leader on all the key components of success and then some.rnrnYou can’t afford to leave anything up to chance. To evaluate your sales leader, and ensure your organization’s growth, download the template now, or get a team assessment at Rose Garden.rnrn \",
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How to hire your first sales leader | Founders GuideBlog
How to Pay your Salespeople: VP Sales & Sales TeamBlog
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"blog_copy_content": "rnrnSo, how should you pay your salespeople? Your compensation structure is an integral factor. You want to incentivize more of the behaviors and results you want and de-incentivize what you don\'t want. It is just that simple. rnrnI\'ve set up a few hundred different commission structures in my day, and they all, more or less, come down to this simple fact.rnrnKey insights in this guide include:rnrn tShould you hire 100% remote commission-only salespeople?rn tHow to incentivize individuals whose activities yield greater resultsrn tHow to set revenue tiers to enforce behaviors & expectationsrn tWhen should you pay out the incentive?rn tHow to protect your organization from bad dealsrnrn rnShould you hire 100% remote commission-only salespeople?rnIf you\'re trying to run an info products business, work a 4-hour workweek, or establish a passive income hustle, you can hire remote salespeople.rnrnIf you\'re running a real business, one that will be worth something, you need in-house sales representatives on payroll, not contractors.rnrnI say this, having started my career in door-to-door sales, where I was paid exclusively off commission with no base salary. But those days are long gone.rnrnWith today\'s job market, I won\'t touch anyone prepared to take a 100% commission role that doesn\'t have a seven-figure On-Target Earnings (OTE).rnrn rnrnrnrnEssentially, providing a salesperson a base salary denotes your commitment to that salesperson:rnrn tEmployment commitmentrn tFinancial security and stabilityrn tInvestment in their futurern tVested interest in their well-beingrnrnSo, in return, you can ask them to commit to certain behaviors and activities that will lead to your company\'s success.rnrnIt\'s unreasonable to believe that a contractor will have the same level of commitment as a salaried employee. Contractors on 100% commission are paid for what they sell. If they don\'t sell anything, where is the accountability?rnrnIt\'s not like you paid them to sell something; you\'re only paying them after they sell something.rnrnIn their eyes, they don\'t owe you anything because there is no fair exchange. That mentality, at best, serves for a short-term gain in reducing risk but substantially sacrifices long-term revenue growth.rnrnWhether experienced or a junior salesperson, find a first-class professional that wants to work. However, understand that this person will have a reasonable expectation to be paid a base salary.rnIncentivize individuals whose activities yield greater resultsrnThe base salary covers their commitment and daily activities to support the business, but I recommend incentivizing individuals and their behavior which deliver more significant results.rnrnTherefore, in addition to their base salary, you need to pay them a commission percentage for every dollar of revenue they bring into the company.rnrnEach industry and role have a different standard for what is appropriate, so research that before setting this commission percentage.rnrnWhen calculating commission percentage, you base it on the total contract value or off profit margin.rnrnrnrnSo, should you calculate commission percentage on the total contract value, or just off profit margin? This is dependent on whether or not your profit margin has a high variance. If it\'s consistent, set a small commission percentage based on the total deal value. Industries that habitually negotiate prices incentivize them with a larger percentage, based strictly on the margin they can maximize.rnrnIn more detail, if your profit margin is consistent, I recommend that you set a small commission percentage based on the total deal value to allow for less ambiguity and more transparency for the salesperson.rnrnPsychologically, this is more satisfying for the salesperson because they\'re paid from a more significant number than a subset.rnrnHowever, if your industry regularly negotiates prices, you want to motivate your salesperson to hold your margins. You incentivize them with a larger percentage, based strictly on the margin they can maximize.\",
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"blog_copy_content": "Setting revenue tiers to enforce behaviors & expectationsrnAnother creative strategy for organizing commission structures is setting revenue tiers that denote new commission rates.rnrnFor example, if their standard commission rate is 5%, and their goal is $200k, you can set a tiered commission system that increases the commission rate to 6% at $300k, 7% at $400k, and so forth.rnrnThis prevents your sales team from sandbagging deals into the following month once they\'ve hit their quota.rnrnYou can structure this in two ways: incrementally or retroactively on the total amount.rnrnIncrementally - once they cross into $300k, you can pay them 5% on the first $200k, and then the 6% on the additional $100k.rnRetroactively- you pay them the total additional rate for the entire month. So, 6% over the whole $300k.rnrnI recommend you pay on the total amount. Incrementally, salespeople will meddle with arrangements, adjusting to get higher value deals to close after the commission bump. You don\'t want them doing that; that foolish behavior will burn and lose deals.rnrnRemember, never underestimate a salesperson to cut a corner or make an extra dollar.rnrnYou can also use this as a forcing function for hitting quota, reducing their commission rate if they miss their monthly quota.rnrnFor example, they are supposed to sell $200k of revenue for the month, getting a 5% commission on target. The salesperson only sold $150k; you reduce the commission to 3%. You enforce a 2% penalty for missing their quota. This forces your sales team to take their goals seriously.rnrnHitting quota is a non-negotiable for me, and it should be a non-negotiable for you.rnrn \",
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"blog_copy_content": "When should you pay out the incentive?rnMany companies charge monthly or sign deals today but don\'t get paid until some time in the future.rnrnThere are two sides here:rnrnIf the delay in commission is too long, the salesperson will lose motivation as the fruits of their labor are not in real-time.rnOn the other side, if you don\'t get paid for 3-6 months or longer, you can\'t pay today with future earnings. In the worst-case scenario, the client cancels, and the sales rep is long gone. Not only did you not make money, but you also lost the money you paid out.rnIf the initial deposit is enough to cover admin costs and the cost of sales of the deal, I recommend you pay out the commission upon closing.rnrnFor payments with significant delays, I recommend waiting to pay until the deal is actualized.rnrnrnrnYou may be thinking–\"That still leaves me with a delayed gratification problem.\"rnrnIn those situations, while you can\'t pay your sales rep in full for the deal, you can pay a small bonus that will give them some reward. Additionally, you gamify the desire to continue closing deals.rnrnI typically set up the pay structure to pay a small bonus for particular opportunities at specific stages of the deal.rnrnFor example, an ideal client meets specific qualifications and reaches the proposal stage. I will gladly pay out 3-5% of the commission.rnrnNote: not the commission rate, but 5% of the actual commission. If the commission is $1000 for the deal, I\'ll pay $50 for every ideal opportunity that makes it to that stage.rnrnOr another example, you don\'t get paid until 9-12 months after the deal is closed. You shouldn\'t expect the salesperson to wait that long. Pay up to 10% of the commission upon the signed agreement.rnrnIf the commission to the salesperson is $1000, then I give them $100 upfront. Now, the salesperson has made $150 for a deal, and they will get the remaining $850 once I get paid. That is the best-case scenario.rnrnMy recommendations reward the salesperson and keep them motivated, but simultaneously prevents you from overextending yourself on payment delayed deals.\",
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"blog_copy_content": "Protecting your organization from rep’s activitiesrnEstablishing a reserve accountrnAnother primary consideration is protecting your organization against salespeople selling a large number of deals, then abruptly quitting having never set appropriate expectations with the client.rnrnI see this scenario regularly. These companies can only lose because they\'ve already paid out the salesperson and have to either void the deal or refund the amount paid.rnrnTo counterbalance, I always recommend a reserve account. Effectively, it\'s a reserve of money that gets held back from the salesperson in the described situation.rnrnThis reserve account fills to the rate you deem appropriate. I believe that 2-3% of a salesperson\'s annual incentives are suitable.rnrnFor example, if someone is expected to make $100k in commissions, I\'d keep the reserve account limit to $2-3k.rnrnrnHow it works:rnrn tAll commissions are paid into the reserve account.rn tEvery time you pay out monthly or quarterly incentives, you complete what is known as a clearing –everything over that $2k limit is paid to the sales rep.rn tAny clawbacks in commissions come out of the reserve account, and future incentives fill it back to the limit.rn tNow, the salesperson leaves, but you still hold $2k of their commissions. You pay out to them upon the last of all their actualized deals.rnrnA reserve account protects the company, but let\'s be honest, it\'s a small amount of money.rnrnHowever, more importantly, it acts as a deterrent. The measure serves to psychologically demotivate salespeople from pushing bad deals on their way out – they won\'t be paid on it.rnrnThe more significant gain is ensuring client experience. It\'s not great to lose the money, but it\'s much worse to upset the client.rnDe-incentivize perpetually bad dealsrnOn protecting the company, let\'s not forget about that salesperson who perpetually sells terrible deals.rnrnI like to de-incentivize this behavior by only paying out bonuses, accelerators, or extra incentives to salespeople whose persistency rate is above the company average.rnrnA persistency rate is effectively the client turnover rate.rnrnTwo examples of behaviors to look out for:rnrn tA sales rep\'s clients only renew at a 50% rate but are below the company\'s client\'s renewal average, say 80%.rn tThe rate of clients living out their agreement for a sales rep exceeds the company average.rnrnThese facts are what led me to believe that the sales rep in question is mismanaging expectations.rnrnUnless they can get their persistency rate up, they don\'t qualify for extra incentives.rnrnI recommend you calculate this on a rolling 12-month basis if you sell annualized agreements.\",
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"blog_copy_content": " rnrnrnConclusionrnThere are a million different ways to pay salespeople; however, if you follow our basic structure, you\'ll find that you\'ll motivate the behaviors that will help grow your company.rnrnRemember, salespeople are paid to sell. You don\'t want order takers, so weed them out and only grow the team members committed to the organization\'s goals.rnrnFor more information on commission incentivization, visit Rose Garden.\",
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How to evaluate your sales leaderBlog
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"blog_copy_content": "rnrnSo, how do you evaluate a sales leader? Founders and business leaders can systematically assess a team leader by breaking down their sales organization into three key performance indicators: their sales abilities, their ability to use creative measures to drive results, and their ability to attract and retain top talent.rnrnThe importance of assessing whether you have the right sales leader cannot be understated, but it can be challenging without guidance in today\'s evolving talent market.rnrnKey insights in this guide include:rnrn tUnderstanding A Sales Leader Rolern tMeasuring Sales Leaders Successrn tAssessing Sales Leaders Sales Abilitiesrn tCreative Measures & Processes to Drive Sales Successrn tTalent Management: Attracting and Retaining Top Talentrnrn rnWhat is a sales leader?rn rnrnA sales leader is your sales team\'s visionary that guides the team members toward meeting or exceeding their sales goals by demanding excellence and inspiring the team.rnrnBusiness leaders and founders are essential to the sales organization and overall sales strategy and management.rnrnSales leaders create effective sales strategies that align with a company\'s revenue goals and create a sales culture that fosters success.rnrnSeveral vital traits make sales leaders stand out among other sales professionals, including:rnrn tStrategic thinkingrn tSales leadershiprn tCreative thinkingrn tEmotional intelligencern tStrong communication skillsrn tHaving a powerful vision for achievementrnrn rnHow your sales leader impacts your sales teamrn rnrn\",
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"blog_copy_content": "While many sales leaders share these traits above, you must apply contexts to assess sales leaders' performance accurately.rnrnThere is no person more influential to the health of the sales organization than the sales leader—their sales activities and behaviors will actively build a strong sales culture or unknowingly destroy it.rnrnUnderstanding how the sales leader impacts the sales team provides you with the necessary context to conduct meaningful performance reviews.rnrnKnow this:rnrn tSales leaders should align their sales team with the company\'s purpose. Mediocre sales managers will unwillingly create a disconnect;rn tHigh-performing sales leaders play an active daily role in creating and nurturing the culture through modeling ideal sales behaviors. Mediocre sales managers let a sales culture happen organically;rn tA quality sales leader enables coaching for the sales team and sales reps, rather than being distracted by sales metric inspections;rn tHigh-performing sales leaders spend less time analyzing results and more time coaching and looking for opportunities for guidance that drives results;rn tFinally, top sales leaders can hire and retain top performers, whereas mediocre sales managers spend time finding salespeople replacements for their sales team;rn tHaving clear expectations for the sales organization ensures that you have a measurable standard that your sales leader should actively pursue through their daily actions and behaviors.rnrnHow do I measure the success of my sales leader?rnWhen I hear founders describe their sales leader\'s current abilities as strong, my first question is always, \"how do we know that to be true\"? Especially when they admit the company is not maximizing the revenue potential.rnrnSo, the obvious question becomes: \"Are you sure?\" Are you sure the sales leader can sell, be strategic, and lead?rnrnHow do you know that to be true?rnrnMany CEOs and founders deny reality. They answer my questions to spare a leader\'s feelings or project their own cognitive biases that prevent them from admitting they made the wrong decision.\",
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"blog_copy_content": "When I ask these business leaders to prove the point, they are usually taken back because it's the first time they have consciously thought about it.rnrnFounders and business leaders need to systematically assess your team leader\'s performance against a set of key performance indicators. And, those three key indicators are their sales abilities, their ability to use creative measures to drive results, and their ability to attract and retain top talent.rnrnSo, how do you truly know for a fact whether or not you have the right sales leader? Or, how do you know when it\'s time to invest in some executive measures?rnrnWe recommend using a systematic evaluation template that categorically unroots imminent challenges with your sales leader and what those challenges may be.rnrnUsing tools like assessment rubrics and templates for performance reviews ensures that you assess all the critical components of success and then some.\",
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"blog_copy_content": "Sales leaders are top performersrn rnrnWe\'ve all heard it before: sales leaders do not need to be the best salespeople. That\'s not entirely an outright lie, but it should be seen as the exception to the rule!rnrnThe sales leader needs to inspire respect from every salesperson on the sales team, and they do this with their ability to walk into a deal and close it.rnrnWithout an excellent sales ability, a team leader will never truly inspire their salespeople to reach their full potential, nor feel confident in their abilities and training.rnrnrnrnAlways remember, sales teams with high achievers want nothing to do with low achievers, so they project success and high achievement. How can a sales leader attract top talent when they are a low achiever?rnrnSo, you need to be sure your sales leader can garner the team\'s respect by showcasing their ability to sell.rnEvaluating the sales performance of your leaderrnIt is essential that you determine if your sales leader can even sell. Sales leaders should undergo regular sales assessments and performance reviews as any member of the sales team.rnrnEvaluate your leader\'s sales performance considering their sales activities, skills, and right metrics for the whole picture.rnrnIt is essential that you determine if your sales leader can even sell. Sales leaders should undergo regular sales assessments and performance reviews as any member of the sales team.rnrnEvaluate your leader\'s sales performance considering their sales activities, skills, and right metrics for the whole picture.rnrnFirstly, determine your sales leader\'s pitch. Ask yourself:rnrn tWhat is their demeanor on sales calls or in-person meetings?rn tAre they confident, or are they nervous?rn tDo they stutter, or are they fluid and smooth?rn tWhat does their discovery process look like?rn tDo they ask tailored sales questions, or are they asking the standard sales questions?rnrnrnrnThen you need to assess your sales leader\'s pitch. Ask yourself:rnrn tCan they pitch?rn tDo they inspire confidence?rn tCan they move the new customers forward, or are they just reading a list of features and benefits?rnrnNext, we look at their ability to close deals - sales is a numbers game. A salesperson\'s job starts when the potential customer says no. Ask yourself:rnrn tCan they turn that \"no\" into a \"yes\"?rn tCan they get that client to commit to moving forward?rnrnFinally, their job is to bring revenue in the door and ensure that it stays there. As every business owner knows: having clients leads to difficulties. Ask yourself:rnrn tDoes my sales leader speak directly to the client in difficult situations?rn tAre situations handled and handled correctly?rn tDo you have to jump in and fix the issue to keep the business?rnrnUnderstanding the nuances of all of these skill sets will tell you whether or not your sales leader can not only sell but sell well.\",
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"blog_copy_content": "Creative measures to drive sales successrn rnrnrnrnYour sales leaders are battlefield commanders tasked with devising your sales strategy and sales process to defeat the competition.rnrnA sales leader\'s processes must be strategically driven by sales metrics analysis, domain experience, and creative & calculative decision making.rnrnSales leaders execute a predictable sales process for the entire sales team to follow while having enough domain experience to know when to change sales strategies.rnrnAnnie Duke uses the term \"Resulting\" in her book Thinking in Bets: When you don\'t have all the facts. The concept is that individuals, like sales leaders, determine the quality of a decision solely based on the outcome of that decision.rnrnSales leaders who use this practice are not good long-term decision-makers.rnEvaluating team leads creative measures & processesrnYou want to make sure that your sales leader is not a \"resultist.\" They need to make decisions based on domain experience, statistically significant insights, and the pulse of the deal, not just blindly off data and historical results.rnrnAsk yourself:rnrn tIs there a sales strategy obvious?rn tHow does your sales leader make decisions? Is it based on a mixture of sales experience, statistically significant insights, and the pulse of the deal?rn tDoes their decision rely solely only on data and historical results?rnrn rnAttracting and retaining top talentrn rnrnAbove all else in the sales organization, the sales leader needs to be the best at culture control and sales team development.rnrnResearch indicates that high-performing sales cultures are characterized by aligning and gaining clarity on mission or purpose, vision, strategy, and shared sales rep behavior.rnrnThe annual CEO speech to the company (no matter how motivating) will not install behaviors and attitudes of all in the sales team —that\'s up to the sales leader.rnrnTherefore, the sales leader must set clear expectations for everyone responsible within the sales team and hold the entire team accountable to those expectations every day.rnrnrnrnSales leaders have uncanny intuition when to intervene with course correction conversations versus implementing forcing functions to keep the team in line —all while refraining from constant hand-holding.rnrnSales leaders implement intervention methods before a sales rep\'s performance review, adapting their coaching approach to suit each individual.rnrnSales leaders that foster a high-performing sales culture prioritize the hiring process. They devote considerable time and energy to recruiting and selecting the right salespeople for open positions.rnrnAlways remember, sales teams with high achievers want nothing to do with low achievers. Therefore, your sales leader needs to be vigilant in growing the right team. Otherwise, you will lose your best people.\",
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"blog_copy_content": "Evaluating sales leaders\' team managementrnSales leaders build and scale a team of the right people and retain highly accountable, professional salespeople while weeding out unimproved low performers.rnrnAsk yourself:rnrn tDoes your sales leader attract top talent?rn tWhat is their demeanor in recruitment meetings? Are they confident, or are they nervous?rn tWhat does their hiring process look like?rn tDo they ask meaningful questions, or are they asking the standard recruitment questions?rn tDo you retain your top performers? What is your sales rep retention rate?rn tHow does your sales manager actively support the business\'s mission and vision?rn tDo they look for coaching and guidance opportunities, or is support limited to sales rep performance review?rn tAre they hand-holding their sales team?rnrn \",
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"blog_copy_content": "ConclusionrnThe importance of attracting the best sales leader cannot be understated, but in today’s evolving talent market, it can be challenging without guidance.rnrnThe Rose Garden’s Sales Leader Evaluation Template categorically unroots current challenges with your sales leader – essentially threats to your revenue. Our Template also identifies imminent challenges specifically.rnrnWe systematically guide you through a rubric of grading your sales leader on all the key components of success and then some.rnrnYou can’t afford to leave anything up to chance. To evaluate your sales leader, and ensure your organization’s growth, download the template now or visit Rose Garden.rnrn \",
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The Benefits of Having a Sales Management ConsultantBlog
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"body_copy_content": "rnrnA little tip to business owners, CEOs, and sales leaders, a tight sales process and sales strategy supported by a healthy culture followed by effective execution makes a real difference.rnrnSuppose one of these three sales components is lacking, the entire sales experience suffers, limiting impact and preventing scalable growth.rnrnSales management consulting firms are the answer to overcoming a decline or plateau in sales revenue. However, a business owner and company experiencing steady growth might not reach their full potential, so management consulting can increase sales.rnrnRegardless of your current situation, you can turn to a sales management consultant as a valuable resource for your company.rnrnIs it worth it to hire a sales consultant? What does a sales consultant do? These are great questions, and I hear them all of the time when I\'m meeting with business owners for the first time.rnrnHere\'s what years as a sales management consultant have taught me.\",
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"blog_copy_content": "What is Sales Management Consulting?rnrnrnSo, what is sales management consulting? In short, a sales consultant or sales consulting firm analyzes a company\'s position and business practices to help improve its sales process by taking advantage of opportunities within the market.rnrnSales management consultants understand current marketing trends and most effective sales strategies. Quality sales managing consulting evaluates the specific businesses\' needs, also requiring them to custom-tailor their services, some of which include:rnrn tCompensation structuresrn tTech stackrn tSales playbook - sales techniques, sales toolsrn tAnalyzing sales datarn tSales hiring and onboarding processrn tPreparing sales budgetsrn tDiagnose sales process problemsrn tSales teams assessmentrn tProject management structuresrn tTraining programsrnrnA sales team or organization missing targets and goals will benefit from sales management consulting; sales management consulting addresses issues with sales performance, sales culture, and sales practices and operations.rnrn \",
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"blog_copy_content": "Sales Management Consultant BenefitsrnFresh PerspectivernA sales management consultant brings a new set of eyes to your sales department and organization.rnrnrnrnI have seen CEOs and founders unable to identify any inefficiencies in their process because they are too close to the situation. This is especially true when founding sales teams or CEOs initially set up the operations of your current sales team.rnrnHowever, outside sales management consultants bring an unbiased perspective to the table.rnrnAfter analyzing your company, operation, and industry, they can quickly determine the areas that need the most improvement. A consultant will also help you identify the sales team\'s strengths, leveraged to increase sales productivity.rnIndustry KnowledgernA great sales management consultant doesn’t just take a generic sales template and apply it to every company that they work with. There isn’t a one size fits all selling strategy that works for everyone.rnrnYour sales consultant will take the time to learn about your industry. It’s likely that they’ve already worked with other companies in your niche or category in the past.rnrnOnce they have a firm grasp of your industry and market needs, they’ll help you create a customized sales playbook.rnrnThis resource will ultimately become the blueprint that your sales representatives will use to successfully close deals and make sales.rnSales ExpertisernA sales consultant brings a level of expertise to your company that you can\'t find from a salesperson or sales manager.rnrnrnrnEven an executive won\'t have as much selling experience as a sales management consultant.rnrnThink about it like this. What is the average number of sales jobs undertaken by your current sales reps or sales manager? Maybe two or three?rnrnYou may be lucky and have a handful of individuals on your sales team with experience in four or five different companies. Your other sales reps may have been with you their entire sales career.rnrnA sales management consultant works with multiple businesses daily. I work with dozens of companies every year.rnrnTrust me; I have seen it all. And any quality sales management consultant has seen it all too.rnrnThey know how to respond to nearly any situation because they have the experience and track record to prove it.rnrnAsk any prospective sales management consulting firm for success stories or case studies. This information will give you a deeper understanding of their sales expertise.rnrn \",
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"blog_copy_content": "Lead GenerationrnEven if you have an outstanding sales team, your staff is only as good as the leads that they’re given.rnrnrnrnYour sales department and marketing department can’t operate independently from each other. If there is a disconnection between these two components of your business, the quality of your leads will suffer.rnrnA sales management consultant will assess your lead generation process. In doing so, the consultant will find ways to get a higher quantity of more qualified leads.rnrnAll of this will be outlined in your customized sales playbook, which we discussed earlier. Each lead will need to meet certain criteria before a salesperson pitches your products or services.rnrnUltimately, this will improve the performance of your sales team.rnIncrease ConversionsrnOnce you get more qualified leads, your conversion rates will automatically increase. But better leads aren\'t the only way to drive higher conversions.rnrnrnrnEvery salesperson has specific tips and tricks to close a sale. Some of these are more successful than others.rnrnAs I said before, sales management consultant has worked with many different companies throughout their careers. This means that they\'ve worked side by side with hundreds or even thousands of salespeople.rnrnSo, a consultant will know which sales methods work. They can pass this insightful information to your staff to set them up for success.rnCost-EffectivernI\'ll often get asked why a company shouldn\'t just hire a new employee instead of working with an outside sales management consultant.rnrnrnrnIn addition to all of the benefits we already covered, a sales consultant is more cost-effective than a full-time in-house employee.rnrnFor a new hire, you\'ll pay for training in addition to the payroll expenses and taxes associated with having an employee. You\'ll also have to pay for benefits and vacation time.rnrnYou won\'t have any of these costs associated with a sales management consultant.rnrnPlus, work is scalable based on your needs. Depending on your current situation, you may not need 40+ hours per week of sales consulting services. Other times, you might need 60+ hours per week of consulting.rnrnYou may want to work with a consultant for specific project management requirements. With a consultant, the flexibility you get can\'t be replicated with an in-house employee.\",
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"blog_copy_content": "rnRose Garden Consulting is a world-class sales management consulting firm specializing in redefining your process into a quality sales experience. We ignite revenue growth with transformative solutions based on behavioral economics.rnrnWe help close deals faster and at a higher rate. Rose Garden uses a combination of assessments to identify sales team members\' strengths and motivators, also providing you with lousy culture fits and recommendations. We present our Team Member Assessment findings in a one-day workshop.rnrnWe also recommend our sales accelerator assessment that provides you with an in-hand diagnostic and sales experience road map for quick results.\",
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"blog_copy_content": "Final ThoughtsrnIn today\'s ever-evolving sales landscape, new businesses need to stay up-to-date and ahead of the competition at all times. We provide Founders and CEOs with hands-on coaching to create systems & strategies to scale their sales team. You can\'t afford to leave anything up to chance.rnrnGet started with a Team Assessment or dive right in with our Sales Accelerator.rnrnHere at Rose Garden, we offer a wide range of consulting services. So let us know more about your company and we’ll discuss your needs during a free consultation.\",
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Sales Consultation Services for Service-Based CompaniesBlog
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"body_copy_content": "rnrnMany CEOs and company managers in service-based businesses know that strategic management and sales operation differ from the product-based sales organization.rnrnHowever, I have met with others who fail to see the distinction. Let me quickly summarize.rnrnThe primary entity sold in a service provider is its professional services, and that distinction is essential. Any product element (physical or concrete) is incidental to that service.rnrnFor example, an accountant consulting business\'s written report is incidental to the consulting services performed. Other service-based companies include airlines, construction repair services, banking, SaaS solutions and services, law firms, accounting firms, and management consulting firms that span across industries like marketing and sales and many more.rnrnThe challenge for service-based companies is that customer success looks different to each business. Therefore, replicating a sales process and scaling a sales team to increase sales performance and revenue growth is custom-tailored. Sales consulting firms can bring your team out of a plateau or decline.rnrnThis guide will explain some tips you need to know about selling services.rnrnBut if any of these points you recognize as challenges in your own service-based business, then hiring a sales management consultant may be precisely the right course for you.\",
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"blog_copy_content": "Service Business and Sales ConsultingrnrnrnSo, what does a service-based sales consultant do? The sales consultant will analyze a service-based sales organization\'s performance and position and implement transformative solutions by taking advantage of opportunities within the market. Sales management consultants evaluate the sales organization specifics and provide turn-key custom-tailor solutions to the sales process, operations, and team management.rnrnBefore you enter into a relationship with a sales consulting firm or individual sales consultant, you need to consider your exact business needs. And, this predominantly comes down to one question:rnrnWhat are you selling?rnrnThere is a big difference between selling products and selling services. So don\'t assume that a consultant who specializes in product sales will also be able to help your service-based company.rnrnYou will also likely need to hire a specialist within your service industry. Many people categorize service-based companies together under one umbrella, but critical differences distinguish each and the exact sales operations and strategy you should employ.rnrnGet sales consultants that specialize in your niche wherever possible.rnrnFor example, suppose you\'re selling SaaS or other services, you need to work with sales consulting services specializing in that niche.rnrnHere\'s an analogy.rnrnWould you hire a manager to oversee 200 employees in a Fortune 500 company if they currently manage a local restaurant with ten employees?rnrnJust because they are a manager doesn\'t qualify them for any management position. The roles are very different in these two scenarios.rnrnThe same concept can be applied to sales consulting. You need to find a consultant who knows how to sell services, specifically your type of services, instead of just products.rnrnSales consultants specializing in service-based sales organizations will ask fairly common questions around strategic sales management. However, the answers will vary widely for service businesses. The questions are listed below:rnrn tHave you fully defined the specific type of service business?rn tHow does your customer understand the value of your service?rn tHow can you defend your company from competitors?rn tHow do you set up a sales compensation strategy?rn tWhat is your pricing strategy?rn\",
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"blog_copy_content": "Describing ServicesrnThe key to selling a service is communicating precisely what you do to a prospect.rnrnIn a product-oriented business, the physical or concrete product is the base you build around a companies’ description. A product is physical and tangible to a prospect, so the work is half done in these cases.rnrnIn service-based businesses, you sell an abstract service that the prospect can\'t touch, kick or feel, so your sale technique requires more finesse.rnrnHere\'s a very straightforward example that\'s easy to follow. Selling a basketball is different than selling a basketball coaching service. Basketball is a tangible product described based on its size, surface, and use.rnrnDescribing a coaching service is different. You\'re not selling a physical coach, so the service shouldn\'t be described that way. Instead, you need to explain how the service works - though this is often more challenging.rnrnAnother challenge for service companies is they generally get lumped together, leading to the misunderstanding of service businesses. Though, they differ significantly. There is firstly a distinction between equipment-based and people-based service businesses.rnrn rnrnrnrnThe conventional interpretation of the service business is erroneous: \"as something performed by individuals for other individuals.\" Automated banking, online accounting services, and SaaS solutions are three examples of service providers automated by equipment. The sales organization and data analytics for these companies are entirely different from those where individuals perform services for other individuals.rnrnA working understanding of their differences allows a sales consultant to identify strategic opportunities in each.\",
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"blog_copy_content": "Defend your business from competitorsrn rnrnAll businesses must build and protect a solid competitive position. Sales departments achieve this through carefully analyzing the economics of the company.rnrnThe competitive strategies that you use as a service business will differ from product-oriented markets.rnrnYour goal as a service provider should be to create an enduring institution. You create an enduring institution through the management of economies of scale, proprietary technology, and the company\'s reputation.rnrn rnLeverage social proof for company reputationrnrnrnServices are intangible. Since your service can\'t be seen or touched, your company needs to develop other ways to explain the value of your offer.rnrnJust telling a prospect that your service can help them or make their life more accessible doesn\'t mean anything to them. You need to prove it.rnrnStorytelling, customer testimonials, and case studies are great ways to accomplish this in the digital age.rnrnIf you can explain how your service helped other people, your prospects will be more inclined to buy.rnrnThe important rule for case studies is to be specific. If you\'re vague and say something like \"we help companies make more money,\" it doesn\'t prove anything. What does \"more money\" really mean?rnrnBut if you can say something like, we brought HH Land Development from $4.3 million in annual revenue to $14.9 million yearly income less than three years; then it speaks volumes to your prospects.rnrnNot every customer will be comfortable letting you use personal information like annual revenue in a case study. That\'s OK.rnrnGet them to provide customer testimonials.rnrnDon\'t be afraid to ask your customers to be specific in their testimonials. Get them to articulate how the service increased productivity or made a positive impact on their lives.rnrnLet your social proof do the talking for you, and you will see an increase in sales performance.\",
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"blog_copy_content": "Sales Compensation Structures in Service-Based CompaniesrnrnrnI\'ve set up hundreds of commission structures for service-based sales organizations, including comp structures. They all, more or less, come down to this simple fact.rnrnYou must incentivize more of the behaviors and results you want and de-incentivize what you don\'t want. It is just that simple.rnrnIf your goal is to create an enduring business, you need in-house sales reps on the payroll, not contractors.rnrnNow, this might not be possible if you are an person-based service, or perhaps you are at an early stage as a founder. This is different.rnrnHowever, when you are ready to build out a sales team, avoid anyone asking for a 100% commission role.rnrnIn-house sales representatives will commit to certain behaviors and activities that will lead to your company\'s success.rnrnThere is a level of commitment you get from a salaried employee. There is accountability.\",
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"blog_copy_content": "Pricing StrategyrnrnrnPricing units is based on the customer perceived value in service-oriented businesses, much less its cost. For certain service-based businesses, the cost is more straightforward to determine, such as SaaS and equipment-based services compared to people-based companies.rnrnAn equipment-based service usually has some common quantifier that can be analyzed.rnrnHowever, people-based service businesses are much more complex as accurate pricing is on an aggregate basis.rnrnProfessional services pricing is often based on value rather than cost, which the customer and competition generally determine.rnrnCustomers will pay whatever they think the service is worth, directly impacting revenue goals.rnrnThis is challenging to people-based service businesses that rely on professionals to provide the service. Suppose you price the service too low, then that is necessary for a professional operation that expects to remain competitive.rnrnYou are also at risk of pricing too low in equipment-based service businesses. Many SaaS operations require a fixed-based operator (FBO) performing one or several functions necessary to the operation.rnrnPrice as a strategic weapon in service-based companies compared to all other strategic variables.rnrnTherefore, one thing is crucial. Sales leaders in service businesses must leverage marketing methods to enhance the perceived value of the service to ignite revenue growth. Sales consulting services provide assessments and tangible implementation measures to achieve that.\",
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"blog_copy_content": "Concluding CommentrnRose Garden Consulting is a world-class sales management consulting firm specializing in redefining your process into a quality sales experience. We ignite revenue growth with transformative solutions based on behavioral economics.rnrnWe help close deals faster and at a higher rate. Rose Garden uses a combination of assessments to identify sales team members\' strengths and motivators, also providing you with lousy culture fits and recommendations. We present our Team Member Assessment finings in a one-day workshop.rnrnWe also recommend our sales accelerator assessment that provides you with an in-hand diagnostic and sales experience road map for quick results.rnrnIn today\'s ever-evolving sales landscape, new businesses need to stay up-to-date and ahead of the competition at all times. We provide Founders and CEOs with hands-on coaching to create systems & strategies to scale their sales team. You can\'t afford to leave anything up to chance.rnrnGet started with a Team Assessment or dive right in with our Sales Accelerator.\",
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