sales team management
Best North Star Metric for Startups | Hint its unmeasurableBlog
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 deal with negative sales repsBlog
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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