HubSpot Sales Statistics…With Secret Sauce Added

Hi everyone….

In my next series of posts, I am going to be talking about a data set that HubSpot published in 2018 on Sales Enablement Statistics. These are great bits of information for salespeople and sales managers to know in order to impact the actions they take with prospects and with selling and coaching time. I intend to address all 20 of them over time and I welcome you to share how they impact YOUR actions with your team or with your prospects.

  1. 50% of sales time is wasted on poor prospectsHow are your salespeople prospectprioritizing their leads? Detailed marketing strategies help salespeople focus their energy and bring in leads that have potential—saving your reps time and effort.

For Salespeople: You MUST ask specific discovery questions that target the buyer’s process of decision making. Without that, you will chase rainbows and leave good leads by the wayside because of a personal perspective that you have about the prospect. You need to have questions (BADAS) to determine their position in the buying process that you ask EVERY prospect in order to know how you should engage now and what the outcome is that you are driving to.

For Sales Managers: You also need to be mindful in reviewing new leads acted upon to find out how much the salesperson learned about the prospect and what the next actions are and when they will occur. And begin to create a history of time: when met, first actions and determinations, discover questions asked, appointments set (and for what outcome?), quote – close. AND their overall close ratio. You might trace it all the way back to how the lead was originally managed.

Now, everyone go sell something.

oxo

Jody

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Managing a Sales Team

sales teamFor sales managers and sales leaders, everywhere           

Although my sales process “Sell it or Schedule it” is designed for salespeople, they are not completely responsible for executing it to mastery. The inclusion of their sales manager is critical to the implementation and ownership of this process.

I just finished a 90-day sales management coaching agreement with Sherry Kollar of Furniture Warehouse Design Gallery (FWDG) in Beaufort, South Carolina.  Our engagement was for HER training and coaching only…I never had contact with her sales team. She was a willing and engaged learner who was new to this position and had been a strong salesperson – selling HER way. She now had to have a sales manager perspective, an objective selling format, and a fundamental understanding of how to train and coach this team of individuals. We just finished her third month and her store made goal (which IS her goal) and every member of her team made goal.

The big take away is that she can tell you WHY and HOW that happened….so that she can now repeat it.

I believe that Sales Managers are the most pivotal role in the sales operation. They are often good salespeople who are elevated to a new role with little support or direction from leadership. They are often saddled with managing customer service issues (business that is already in the system) instead of focusing on driving new business. And they can make or break the success of the sales team.

If you have a sales manager on your team, are you giving them everything they need to succeed?

And if you ARE a sales manager, what are you doing to develop your skills so that your team wins and making goal is NOT an option?

 

If you need help with this, call me. 877-663-9663.

 

Now, go help someone to sell something.

oxo,

Jody

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Leadership: Your Team Is a Reflection Of You

Team

For all leaders, everywhere

I recently had an impromptu conversation with one of my favorite leaders. She was talking, with frustration, about a couple of people on her leadership team who had not produced their most important deliverables for this time, this year.

As I listened intently, I asked myself – what is in the way of this happening? Where are the obstacles – tangible or intangible? I asked her if I could ask a couple of questions, which she agreed to – after a deep sigh. I asked if the actions/results that were expected were clear and understood – she said yes. I asked if there was an agreed upon deadline and milestones to achievement – she asked what I meant by that. I said, “Like a project manager, are there incremental deadlines/results that when achieved in a timeline, will likely produce the desired result by the agreed-upon deadline?” She said yes and no. I asked for more.

She said that there were but those milestones had not been met. I asked if she had on HER calendar a delivery date and time from that person. She said no. I asked why not? She said she didn’t think that had to happen, that she shouldn’t have to micromanage her leaders. I said I understand…and they have yet to produce the results….so this process to not micromanage your leaders is ineffective…would you agree? She said yes.

This is a very typical leadership conversation. Leaders who expect their reports to be able to deliver as agreed, and yet they are not delivering. AND they don’t want to have them believe that they don’t trust them, so they don’t put tighter timelines/actions in place and follow up immediately if that timeline has been missed – when evidence has shown that they need those the most.

Keep your team close until they demonstrate their ability to deliver with reliability and to a time frame. YOUR inability as a leader to hold them to their word and actions and timeframe says more about you than it does about them. Help them to win and to build the skills and structures to do that consistently before you let them loose.

Now, go help them to sell something.

Jody

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