3 Steps to Build a PlayBook Management Process

Looking for an effective sales management process? Hoping to drive adoption of your Sales PlayBook?

Develop a playbook management process and integrate it with your sales management process. This includes both using the playbook throughout the existing sales management process and creating a specific process for playbook management.

Here are three key steps to incorporate your playbook management process into your sales management process.

Form a Sales PlayBook team.

Rather than expecting one or two people to run your playbook, develop a team of 8-10 people who are responsible for ongoing management of the playbook. This team can meet monthly or quarterly to review the playbook and discuss any changes they’d recommend. They can also prune the playbook and refresh content.

Don’t restrict the playbook team to sales – include members of other teams, including marketing, product, and possibly HR. And consider including people with different levels of experience. Someone who recently joined the team can contribute fresh ideas, and they’ll be better able to consider the needs of future hires.

You might consider assigning various members of the playbook team to “own” specific sections of the Sales PlayBook. Content owners are responsible for monitoring the use of their sections, recommending changes, and implementing any changes agreed to by the group.

If your playbook platform requires administration, choose at least two administrators, and make sure one of them is represented on the playbook team.

Create sales management checklists.

As you are reviewing your sales management process, you will likely find that it includes different activities performed on varying schedules. In order to effectively organize and manage the process, it can be helpful to turn it into a series of checklists.

Identify the activities in your sales management process, then decide how often each activity should be performed. Determine who should perform each activity – just because it’s part of the sales management process doesn’t mean the sales manager is the best person to do it.

Organize your sales management process into daily, weekly, monthly, quarterly, annual, and “as needed” sections. These will help managers stay focused on what they need to accomplish.

Store your sales management checklists in a section of the playbook that’s locked so only managers can see it.

We have ideas for what to include in your sales management checklists in an eBook.

Free eBook: Sales Management Planning - Sales & Sales Management Checklists to Transform the Way You Work

Use the playbook to implement your management process.

Goal-setting and coaching are key elements in any sales management process, and your playbook can provide a simple platform for both activities. Your playbook can also provide a platform to make your sales team meetings more efficient.

Here are some ideas for using your playbook in your sales management process.

  • Create pages for each salesperson to enter monthly plans and weekly goals. Set security policies so only they and their managers can see the pages.
  • Set up coaching journals, where managers can enter notes after coaching sessions with their team members. These pages should be locked so only managers can see them.
  • Use the playbook to manage a list of training topics to review with the team.
  • Share HR policies in the playbook, including your employee handbook and specific items, like a list of your company holidays.
  • Create a page for each sales team to use for their team meetings. Rotate who on the team is responsible for taking notes and posting them after each meeting.
  • Use the playbook to share key reports with the team, such as monthly sales numbers.

I hope this is helpful as you work to integrate your PlayBook and your sales management process! To learn more about maintaining your PlayBook to drive sales results, check out our eBook.

Free eBook: Keeping Your Sales PlayBook Moving: 5 Strategies to Support Growing Sales Results

By | 2017-10-06T14:25:06+00:00 November 1st, 2017|Sales Leaders|0 Comments

About the Author:

Elizabeth is CFS’s Operations Officer and Senior Advisor and is the Product Manager for the Criteria for Success Sales PlayBook. She writes about sales leadership, management, teamwork, motivation, and process based on her work with CFS’s clients. Elizabeth also hosts the CFS roundtable discussion episodes of the Let’s Talk Sales podcast.

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