How can new sales reps build their credibility?

Onboarding New Sales Reps

New Sales Reps

What would successful sales reps and sales managers tell a new salesperson on how to gain credibility?  We posed that question to our customers and heard many great recommendations, like:

  • Listen to the customer’s needs
  • Determine what you should do, and then do it 100 percent of the time.
  • Do what you say you’re going to do, always follow through, stay true to your word
  • Don’t overpromise and under-deliver.

We also asked sales reps about credibility. We posed the question: How can new sales reps build their credibility?

One theme that emerged is credibility is divided into two pieces: company and personal.

  • Company credibility is the easier of the two. It derives from product and company knowledge.
  • Personal credibility is a little more interesting. For new sales reps, personal credibility isn’t built overnight. It’s a long-term process. One of the sales reps spent a lot of time talking about this, noting that a new sales rep doesn’t need to make a big impression immediately. Rather, a new hire should create a “plan” that allows him/her to build their personal credibility over time and avoid the big mistake upfront

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©2017  Sales Momentum® LLC

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The lost art of call planning

Call PlanningAfter many years of sitting in on sales calls and even more providing feedback to salespeople in sales simulations, we’ve noticed there definitely is variability in the amount and quality of pre-call planning.

Pre-call planning improves when someone else is on the call, like a sales manager, colleague, or even a consultant along as an observer. But the boost doesn’t last. Too often it’s replaced by the amount of time salespeople have in their car prior to the call or the time it takes to drink a latte at Starbucks.

This story has been told thousands of time. No need to rehash it here. What’s more interesting is talking about a frequently missing ingredient in pre-call planning – even when pre-call planning does happen. Salespeople usually identify what they want to say and what questions they want to ask, but they stop there. They omit considering want to propose as the next step to move the sales cycle forward.  As many sales managers have told us – every salesperson should close for a commitment that moves the sales cycle forward on every call.

When giving feedback in sales simulations we often share with sales reps and managers that the sales person should plan multiple advances. Why? If the call doesn’t go as well as planned, they can close the call with something less aggressive that moves the sale along. On the other end of the spectrum, what if the call goes better than anticipated? If they haven’t thought about a more aggressive advance – how will they close the call?  Too often the result is a missed opportunity.  The best planned and executed sales call that doesn’t end with moving the sales cycle don’t lead to generating revenue!

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©2017  Sales Momentum® LLC

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Trials and tribulations of new sales managers

Sales Management Coaching Session

Sales Manager

New sales managers often are promoted for their sales success – not sales management expertise. So what happens after the sales manager assumes the role and responsibilities of their new position?

Too often “paperwork” like CRM systems, HR concerns, and other administrative requirements take precedence.  Additionally many new sales managers are inundated by their sales team with fires to put out.  Few new sales managers find themselves “ahead of the curve”.

These institutional obstacles are difficult for a sales manager to avoid because they don’t go away. This means the answer centers on time management not prevention. On the other hand, there are some self-imposed pitfalls that can be avoided.  Let’s take a look at three:

1. Believing the way they sell works well – so their sales team should use similar strategies. So, when a salesperson wants to pursue a sales strategy that differs from how the new sales manager would attack the account, tension often arises because each thinks their strategy is better.  For argument’s sake, let’s say the sales manager’s strategy is better.  But the key question is: Does the salesperson have the experience and skills to execute it successfully? Just because a sales strategy or sales technique works for one person doesn’t mean it will work for another. And in the end … if the salesperson “gives in” to the sales manager and isn’t successful, there is resentment and lost revenue.

An alternative approach is for the sales manager to spend time upfront understanding each salesperson’s strengths and weaknesses and coaching then on an approach that fits each individual. It takes more time, but the long-term payoff is substantial.

2. Holding the reins a bit too tight. It’s impossible to script and/or approve every interaction between a sales person and a customer. If sales people have to go back to their sales manager to get an answer to every customer request – no matter how small it is – the sales person becomes frustrated, and looks “small” in the customer’s eyes. In these cases the new sales manager becomes a bottleneck – resulting in declining customer satisfaction and even revenue declines!

3. Being a funnel, not a filter. The most successful sales managers we know say they’re are a “filter, not a funnel”. They filter the unnecessary information “coming down” from the division or HQ and only funnel to their sales team the information the sales person needs to succeed.  As they explain, we’re “eliminating the clutter and freeing up more time for the sales person to spend on selling.”  Unfortunately too many new sales managers don’t eliminate the clutter and their sales teams spend a disproportionate amount of time playing with “paperwork” rather than calling on customers.  This can be difficult for a new sales manager but the sooner it happens the better.

Today it is more important than ever to have a superior sales force.  It is safe to say that it is near impossible to have a superior sales force without having a great group of front-line sales managers – front-line sales managers are the pivotal job for driving sales excellence.

If you found this post helpful, you might want to join the conversation and subscribe to the Sales Training Connection.

©2017  Sales Momentum® LLC

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Account friend or internal champion – it matters

Internal Champion

Internal Champion

In major B2B sales where the sales cycle is long, competition is keen and multiple players are engaged in the decision, developing internal champions is one of the more effective best practices. Why? A lot of the discussions and decisions go on when you’re not there.  So if you have a champion in the room, it’s more likely you’ll have a better outcome.

But like many things that work really well, developing an internal champion is not easy.  As a matter of fact, it requires substantial thought, time, and effort to get it right.  And the negative consequences can be telling – if you don’t get it right and your competition does, it could be the difference between winning and losing.

Because it’s an effective best practice, let’s explore some of the traps that sales people need to avoid when developing internal champions.

  • Confusing friends and champions.  A major trap is failing to distinguish between account friends and internal champions. Both account friends and internal champions will like you but champions have an added feature – they are willing to “sell” for you when you are not there – big difference. This trap has the added negative that you may think you have a champion when you don’t.
  • Selecting the wrong person.  People you develop as internal champions cannot help if they are not one of the decision-makers or key influencers.  In a complex sale, this is an easy trap to fall into because it’s difficult to determine the decision making authority and influence power of the various players.  A wrong selection can be telling because it takes time and effort to develop an effective internal champion.
  • Failing to rehearse your champion. Let’s take the following scenario.  You have a champion that likes your solution, is willing to speak for you in that upcoming key internal meeting, and is one of the key players in the decision process.  Nice picture.  The trap is the failure to leverage your advantage. The last step in such a scenario must be to rehearse your internal champion on how best to “sell” for you in that upcoming meeting.  You’re the sales person – your champion isn’t – so help them to help you.

In summary, two points to consider:

  • To win major account business you have to continuously get to the right person, at the right time, with the right message.  An internal champion can be of tremendous help in getting that done!
  • Because developing internal champions is an important and a highly skilled task, the topic of internal champions should be included in every basic sales training program and coaching effort.

If you found this post helpful, you might want to join the conversation and subscribe to the Sales Training Connection.

©2017  Sales Momentum® LLC

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New business from existing business is smart business

Grow Existing Business

Grow Existing Business

You’ve decided the best approach is to ask your sales reps to grow the business in their existing accounts.  You have called a meeting with the sales reps to share best practices for generating new business from existing accounts.

Six ideas that you could pass along are:

  • Look at the current situation through the lens of your last sale. From time to time when you are engaged with a customer look back and think about the situation that preceded your sale. What was the impetus for the opportunity? What did you observe? What situations were present? Who did what just preceding the opportunity?

New opportunities are a response to something. Was the last opportunity consistent with what you understand to be the customer’s plan, or did it appear to be a reaction? What things were in motion before the opportunity occurred? With these insights, sales reps can look for new opportunities.

  • Assess organizational changes for clues. Another set of signals that an opportunity may be in the offering is changes in the organization. Whether a company is preparing to implement a planned strategy, merging with another group or responding to a problem, very often personnel are tasked before the opportunity is visible to the outside world. Teams of required skills are assembled and units are disbanded or reduced.

Look at new and expanded organizations and what kinds of skills, and in what quantity, are being added. If you have been working with the organization it is important to leverage the sales team’s knowledge of the customer. They can provide insight to what specific changes may mean and not mean. This can help you determine what kinds of opportunities may be coming down the road.

  • Observe what is happening in overall ongoing expense management and related capital budgeting. Implementing new ideas and acquiring new capabilities cost money. Even when they are budgeted they have to be funded. Is the customer experiencing any changes in spending patterns you can identify? Are expenses being restricted or expanded?

Large opportunities are rarely standalone and companion efforts may have very different schedules and critical paths. Look for opportunities that may signal other opportunities.

  • Remember it’s a network. In major accounts, many players are involved in the decision. A few are key decision makers; others are influencers. Still others are gatekeepers who can’t say yes, but can say no. You have to know who is playing which role, the relationship between the players, and what they think about you and your competition. An average sales performer has a general understanding. A top sales performer has a comprehensive understanding.
  • Don’t forget to tell your story. In case you spot an opportunity be able to subtly, but clearly reinforce just what it is you do that is of value to customers. Customers don’t spend much or any time pondering what you do. They worry about what they need and when they do only the organizations that are top of mind, come to mind.

More often than you wish, customers will even forget all of what your company does. If that happens, you simply won’t be considered. Too often, if you don’t share the range of things you do well periodically, a customer might say, “Oh, I wish I had known you can do X, because you did such a great job on Y and, had we known, we would have used you.” Always have an up-to-date value proposition about your core capabilities and a new story about how those capabilities have been used by others.

  • Bring in fresh thinking. Think about leveraging literature, speeches, research, stories you’ve heard that relate to the customer’s agenda or you know are of particular interest to the individual. Even if they don’t produce a lead today it builds relationships and often creates leads in the future.

Most companies would be better off if they spent more time thinking and acting strategically about how to grow their business in existing accounts.

If you found this post helpful, you might want to join the conversation and subscribe to the Sales Training Connection.

©2017  Sales Momentum® LLC

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New sales managers – starting off on the right foot

New Sales Managers

New Sales Managers

Customers expect salespeople to know more today than ever before … and to know it at a higher level of proficiency. This difference constitutes an inflexion point. Customers now want sales reps who are trusted advisors not product facilitators.

All this means that in order for a sales team to be successful in the years ahead, front-line managers need be highly skilled. It is not an overstatement to suggest that front-line sales managers truly have become the pivotal job for sales success.

Build a solid foundation.  Let’s look at how a new sales manager can get off on the right foot.  Here are four ideas for getting started:

Do your homework to gain an objective lay of the land. Drill down and learn about the territory and the sales team. Here, the CRM system can be a best friend. Review the sales team members’ performance both currently and over time. Identify the top accounts – who has them, what solutions are being used, and what are the potential new opportunities? Become familiar with the sales pipeline and the prospects populating it and make revisions where necessary – like getting rid of no-win opportunities.

Talk with senior management. Although you’ve surely talked with senior management before taking the sales manager position, now you have an opportunity to address a different set of questions. Two particularly important areas of inquiry are: What are the expectations? and What are the institutional resources that are available to your team and how can you tap into them?

Solicit from the sales team what they want from their sales manager. Ask each member of the sales team what he or she wants their new sales manager to do – and what they expect? Some important specifics – how should coaching work and when and how should I help you sell?

Consider a personal 360-degree assessment.  After about three months into
your new sales manager position, consider an informal 360 assessment. Here the HR or sales enablement function should be able to help. Discuss with your boss, your sales team, and some peer sales managers your strengths and weaknesses in managing your sales team. Early on in a new position is a great time to pause and take stock of how you might do some self- improvement.

Getting managerial planning right. After the foundation is laid, it makes sense to lay a path forward. Unfortunately, immediate action often takes precedence over planning. This can be shortsighted. Here are 10 questions for getting started on a management plan.

  • What is going on in the buying environment that would impact how we sell?
  • How should I prioritize my coaching time?
  • How can I optimize the quality of feedback I share with my sales team?
  • How can I help my sales team better leverage institutional resources?
  • Under what conditions should I participate in sales calls – how does that differ by individual team member and type of call?
  • What can I do specifically for top performers? Underachievers?
  • How can I increase the percentage of time my team spends selling to customers? What is the major time sink?
  • What can I do to increase the overall motivation of the team?
  • What is one innovative idea I should try to increase the sales productivity of the team?
  • What is the one skill I must get better at?

Leveraging the power of culture. Traditionally, when talking 
about best practices, most of the emphasis has been on sales and
 management skill sets. But the more we have studied high-performing sales teams, the more we have come to realize that the
 cart has often been put before the horse. Perhaps sales teams 
would be even more successful if greater emphasis were initially directed towards creating a culture that drives individual excellence.

If you found this post helpful, you might want to join the conversation and subscribe to the Sales Training Connection.

©2017  Sales Momentum® LLC

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Listening – the forgotten twin of sales success

Listening in sales calls

Listening in sales calls

While most salespeople have come to agree that asking questions is a key skill, many still underestimate the contribution of good listening to achieving top 
performance. It is the forgotten twin in the proposition – ask, listen and then talk. For them, the first step is awareness. The second step is actually becoming more skilled.

So, let’s explore some best practices for that second step.

  • Listen actively. It’s important not only to listen, but also to make sure the other person knows you’ve listened. Think back. Like most salespeople, you can probably imagine one of your customers thinking after the call, “I’m not sure that salesperson really understands the importance of what we were talking about,” or “I think she’s really smart, but I don’t think she quite understands our priorities.”

So, how does active listening work? 
Two key interactive techniques are testing understanding and summarizing. Testing understanding and summarizing involve paraphrasing what the customer has said to be sure you fully understand its meaning and significance. It is important to note that paraphrasing and parroting are not the same things. In practice the difference is enormous! Paraphrasing is helpful; parroting drives people crazy. Paraphrasing is concise and reflects only the essentials of what the customer said – it cuts through the noise. “So, from the perspective of your colleagues, the most important….” “Let’s see if I understand where you want to go with that….” “So, to summarize your priorities….”

By paraphrasing, salespeople ensure they have heard and understood, and it provides their customers an opportunity to hear back what they’ve said to make sure it’s really what they mean.  Alternatively it provides customers a chance to change their mind if the narrative doesn’t sound like as good an idea upon hearing it a second time.

  • Stay focused. Research studies in communication suggest that most of us can listen four to six times faster than we can talk. So what do we do with the extra time? There are at least two options.

First, we can let our mind wander and sort of tune in and out of the conversation. Everyone’s been in a conversation in which the other person has chosen this option. When you are the other half of that conversation this behavior is at best rude and annoying.

The second option takes more work, but it has a higher payoff. We can use the time to take notes and really evaluate what’s being said by asking yourselves questions such as: Is this consistent with other information I’ve gathered in the account? Do we have a track record in the area under discussion? What can I do in this case to deliver a little bit of value?

  • Tune in to high-fidelity situations. Sometimes it’s necessary to turn up the listening volume. For example, if a current customer all of sudden starts saying or doing things that deviate from previous behavior, it pays to find out why. Often in such situations, there are issues lurking under the surface that are causing the behavior, and what you hear is merely a
 smokescreen. You need to get past 
the smokescreen.

Examples of other high-
fidelity situations that require turning up 
the volume might include ones in which the 
customer contact is facing a new challenge, or the consequences of a mistake for the customer are particularly high, or perhaps you’re dealing with a situation or type of individual that is a substantial departure from your experience base.

Social scientists report that after listening to someone talk – immediately after you only remember 1⁄2 of what was said and after eight hours you only remember about 1⁄2 of that. So in a business conversation, a good idea is to follow the “100 Percent Rule” – take 100 percent of the responsibility for making sure the other person understands you and take 100 percent responsibility for understanding what the other person says.

If you found this post helpful, you might want to join the conversation and subscribe to the Sales Training Connection.

©2017  Sales Momentum® LLC

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Getting sales rep onboarding right – it matters more than ever

Onboarding new sales reps

Onboarding new sales reps

Today a sales team must not only be able to sell a competitive advantage; they must be a competitive advantage. In most companies, it is increasingly difficult to sustain a competitive advantage by traditional means. Traditional factors, like superior products and innovative manufacturing technologies, may provide short term advantages but unfortunately they can be replicated in relatively short order by an increasing number of agile and aggressive domestic and international competitors.

Although a great sales team is difficult to develop, it has the potential to provide a significant competitive advantage and, perhaps more importantly, one that is difficult for the competition to quickly copy. So optimizing sales performance matters more today than it did yesterday and it will matter more tomorrow than it does today.

Onboarding. The process of training and acclimating salespeople from a skill, knowledge, and expectation perspective is one of the most significant factors for a salesperson’s success. Unfortunately it is also historically one of the most understudied and underemphasized aspects of performance development. Great sales onboarding programs are still the exception.

This lack of emphasis is part of the larger problem that companies are having with Talent Management. “Companies like to
 promote the idea that employees are their biggest source 
of competitive advantage. Yet the astonishing reality is that most of them are no better prepared for the challenges of finding, motivating and training capable workers than they were a decade ago” (McKinsey Quarterly).

With the increased awareness of the importance of
 developing a sales team that can be a competitive advantage, this talent management neglect has not gone unnoticed by everyone. It is suggested that the companies who are seriously addressing this issue today will be celebrating tomorrow.

What’s Different?  If you are a company that put in place the components of your sales onboarding curriculum more than five years ago, it is likely that a second look is worthwhile. There are a number of changes and shifts that have significantly impacted what an optimal system looks like.  Some of those factors are:

  • Success matters more. As previously noted the number of sustainable competitive advantages has decreased and the importance of a world-class sales force has grown with that decline.
  • Job demands are greater. In sales there is a “book of knowledge.” In many companies that book has expanded from a fairly common, well defined set of chapters to a tome that is encyclopedic in scope. Today in order to be a top performer, a salesperson simply
 has to know a lot more and do a 
lot more than in times past.
  • Specialization of the sales function has increased.  Today if the sales positions in most Fortune 1000 companies were examined under a microscope, they would be greater in number and greater in diversity than in times past. So as a sales person moves up the hierarchy of positions, they are faced with different buyers, different buying processes, and differing points of view on what constitutes value.

Hence, there is a need to learn new knowledge and new skills for each position.  So onboarding is not just something that is needed when hiring new salespeople – it is also needed when promoting sales reps to a new sales position such as the transition from a territory rep to a national account rep.

  • Generational differences are significant. New people coming into entry-level sales positions are from a generation with a different set of expectations, learning preferences, and experience sets. This shift provides a significant need and huge opportunity to put in place learning methodologies that would not have been considered several years ago. It also presents a strategic omission if the talent management and learning strategies are different than the expectations.

Summary.  So … having a world-class sales team is more important than ever … but building one is more difficult than ever because of the increased complexity of the
 sales environment.  An effective onboarding process is part of the answer but historically and presently the onboarding process has not been a priority at the leadership level and, adding to the mix, the folks being hired and promoted are bringing a new and very different set of expectations and preferences.

The good news is this set of conditions represent a significant opportunity for the companies that commit the time and effort to get onboarding right.

If you found this post helpful, you might want to join the conversation and subscribe to the Sales Training Connection.

©2017  Sales Momentum® LLC

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Sales performance – average is over

Sales performance

Sales performance

Constant change has always characterized the business world.  Looking in the rear view mirror has never been a recommended strategy for determining future direction.  However, from time to time the nature of the change takes on a different look.  The scale and speed of the changes during these periods can truly be labeled disruptive.  In the early 19th century the Industrial Revolution changed everything.

Let’s fast forward to the present and ask the question – are we now in such a period?  If you are a VP of Sales, a sales manager or a salesperson, where you come down on this question will dramatically impact what you do as the future unfolds.

The folks at McKinsey answer the question in the affirmative in their recent book – No Ordinary Disruption.  The authors summarize their answer as follows:  “Today our world is undergoing a dramatic transition due to the confluence of four fundamental disruptive forces (urbanization, technology, aging population, and global connectivity) any of which would rank among the greatest changes the global economy has ever seen. Compared with the Industrial Revolution, we estimate that this transition is happening ten times faster and at 300 times the scale, and roughly 3,000 times the impact. Although we all know these disruptions are happening, most of us fail to comprehend their full magnitude and the second-order effects that will result.”

In Sales, these forces will alter in a fundamental way what customers buy, how they buy, and what they are willing to pay for it.  If you are on the sales side of the table, the resulting changes will produce a new set of winners and losers. To be on the right side of that binary choice, sales leaders must up the bar as to the acceptable standard for sales performance.

There are a number of looking glasses through which this reexamination can be viewed.  Here, let’s explore the notion that average is over from the perspective of the individual salesperson.  What can they do given that superior performance is the new black?

  • Emphasize the power of self-motivation.  Salespeople need to assume personal responsibility for keeping up to speed.  In today’s business environment self-directed learning and personal accountability must be a part of the equation for skill improvement.

The good news is there are more ways and means to accomplish this feat than ever before. Some suggestions: blogs (list of top rated sales blogs) work better than books and self-directed online training (Udacity, Udemy, edX, Coursea) can augment formal company-based training.

To support this idea sales leaders need to emphasize self-motivation both in terms of the selection and ongoing management of salespeople.

  • Rethink sales training.  Historically in many companies sales training has been a “once in awhile” type of thing.  In markets where buyers are reinventing how they do business and the competition is keener than ever, this episodic approach to training is unlikely to carry the day – at best average will be maintained as opposed to being over.

Here again there is good news.  Today, there are more innovative sales training companies and the training is more customized and creative than ever before – today sales training is being redefined and the new ideas are exciting and they actually work.

Sales leaders need to divorce from old notions like: “the only time we can do sales training is at our national meeting” or “ we trained all our people two years ago so we’re okay.”

  • Revisit sales coaching. The position of front-line sales manager is clearly the pivotal job for creating and sustaining a superior sales team and coaching is their primary role.  Too often sales coaching is put off until Friday due to competing time demands and it never happens.  How much of their time should be spent coaching?  Forty percent is a good round estimate.

The good news – exciting mobile-based coaching software is coming online to support coaching efforts so that coaching can be better, faster and cheaper than in times of yesteryear.

To support this idea sales leaders should put in place a rigorous talent management effort for their front-line sales managers.  The development of a superior sales team will always be a bridge too far if the selection, training and retention of front-line sales managers is not a top priority.    

If you found this post helpful, you might want to join the conversation and subscribe to the Sales Training Connection.

©2017  Sales Momentum® LLC

 

 

 

 

 

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Artificial Intelligence – a last best hope for sales management coaching

artificial-intelligence-deepmind-google

AI and Sales Management

Sales leadership talks about it all the time.  Sales consultants advocate it and sales managers say they would like to do more of it.  The “it” of course is sales coaching.

Yet, if you nose around, you’ll find less sales coaching is occurring then might be expected given all the advocacy.  Lots of companies start sales coaching initiatives but a scarce few sustain them over time.  Why might that be?

Well, there are a number of reasons but one tends to stand out – conflicting demands for time.  Sales managers get bogged down doing administrative coordination and control tasks.  So sales coaching gets put off until Friday and it never happens.  The underlying problem is a lack of sufficient focus and the absence of a long-term commitment by the key players to overcome the competing priority of shiny objects that take precedent.

It is difficult to imagine developing and sustaining a superior sales team unless a solution is found for cracking this sales coaching dilemma.  From our experience the key to cracking the code is not another training program or a motivational speech at the national sales meeting.  Reason – the problem is not primarily a deficiency of skill or a lack of motivation. It is about finding a way for sales managers to spend time doing what everyone knows they ought to be doing – providing direction and coaching to their sales teams.

There is nothing new or particularly insightful about this proposition.  Lots of thoughtful sales leaders have tried lots of smart ideas for getting this right.  The problem is too often the solution for the time problem has not worked over time.  Distractions creep back into system and once again coaching doesn’t happen.

As they say there’s got to be a better way and we would suggest one is on the horizon – Artificial Intelligence (AI).

The impact of AI, like any new technology, tends to follow the classic S-Curve.  Therefore it is very easy to overestimate the impact in the short-term and underestimate the impact in the long run.  When it comes to AI we are presently at the inflection point on the curve – hence developing and using AI is now a realistic technology to incorporate into future planning.

In support of this proposition we recently came across a great article in the Harvard Business Review: How Artificial Intelligence will Redefine Management.  The authors surveyed 2000 managers from the front line to the C-suite – across industries and functions.  Their overarching conclusion was – “artificial intelligence will soon be able to do many of the administrative tasks that consume much of the manager’s time – faster, better, and at a lower cost.”

Although currently there is no “solution in a box” the potential impact of AI for giving sales managers more time to spend on providing direction and coaching is an idea worth keeping your eye on.

When sales managers spend more time with their sales teams, good things happen.  Across studies the revenue increase figures vary from 20-40 percent.  Plus, think about the potential impact on other results like: sales rep retention, alignment with corporate strategy and customer satisfaction – talk about making a difference.

A factor that distinguishes best-in-class sales organizations is their ability to leverage trends before their competitors do.  The use of AI for providing the needed time for coaching may well be a case in point.  So a note to sales leaders – do you have someone on your staff noising around out there keeping track of what is going relative to the use of AI?  If not – you might want to re-visit that decision.

 

If you found this post helpful, you might want to join the conversation and subscribe to the Sales Training Connection.

©2017  Sales Momentum® LLC

 

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