Your sales management process can easily become stale. It’s not something you probably think about often.
But when you look at it, it’s rare that a sales management process doesn’t have room for improvement.
Here are 3 ideas to improve your sales management process.
1. Separate the idea of management from the title of manager.
Just because “management” is in the name of a process doesn’t mean that it’s all a manager’s responsibility.
When you are evaluating your sales management process, it can be helpful to break it out by functions. Then evaluate which role or person on the team might be best to fulfill the various functions.
One common example we see is related to accountability. A sales manager who is great at the big picture, strategic parts of the sales management process may not be great at holding her team accountable to use the CRM system. On the other hand, a manager who excels at coaching his team and holding them accountable to a process might not be the best person to ride along on sales calls.
When you are assigning functions in the sales management process, don’t be afraid to give a task to a junior team member. You don’t need to be a VP to check a report and send reminders to people that they need to enter information.
2. Improve your sales team meetings.
One of the biggest problems we hear about sales team meetings is that the agenda is full of irrelevant or boring topics. And one of the biggest sources of irrelevant and boring content is hearing about everyone else’s opportunities.
An easy way to improve your sales team meetings is to identify which items of the agenda really need to be covered as a team and which might work better as one-on-one topics.
In general, focus your team meetings on informing, inspiring, and focusing the team. Focus your one-on-one meetings on coaching, accountability, and support.
3. Implement coaching journals in your sales management process.
Whether the sales manager provides all the coaching or you use mentors, one key element in a sales management process is documenting and sharing information from coaching sessions. A coaching journal is a great solution.
In your sales playbook, develop an area for coaches. This section should be locked so only coaches and senior managers can access it. Coaches will use these pages to track notes from their coaching sessions, monitoring growth over time and noting any concerns.
Senior managers can then keep an eye on the team as a whole, adding their observations where appropriate. Coaches should still escalate any urgent issues directly, but the coaching journals can function as an ongoing dialogue and journal of each salesperson’s development.
I hope you find these ideas helpful as you work to improve your sales management process!
And if you’re interested in sales process development, check out our eBook on building a repeatable sales process.