BLOG ROUNDUP FROM THE SELLING POWER BLOG The Coaching Mindset of a High-Impact Sales Manager
Coaching is not just about shouting advice from the sidelines or giving inspiring locker- room speeches. Great coaching starts with the right mindset. Sales managers must make sure their primary goal in coaching is helping others succeed. That means the mark of your success as a coach is measured and recognized by their achievement – not your own performance.
NORMAN BEHAR CEO
SALES READINESS GROUP
Sales coaching is about helping, supporting, monitoring, and facilitating. A collabora- tive mindset transfers the “heavy lifting” of changing behaviors from the coach to the person being coached. So getting salespeople invested in coaching outcomes means they’re more likely to take initiative to change their behavior and see results – letting you scale your efforts across an entire team and raising the bar for performance. Read More >
FROM THE SELLING POWER BLOG How to Navigate Analytics and Sales Compensation
The difference between trends and fads can often be difficult to determine. Perhaps a fad is simply a subset of a trend – a particular element that experiences an explo- sion of interest only to fade from prominence back to relative obscurity. Healthy eat- ing? Trend. Kale? Fad.
STEVE MARLEY PRINCIPAL ZS ASSOCIATES
The world of sales performance management is abuzz right now with people espous- ing “analytics.” Like eating healthy, analytics is undoubtedly a trend. That being said, analytics will surely give rise to various “fads” as companies attempt to take advantage of the rising interest in this area and offer magic bullets to address analytical challenges. Regardless, the use of analytics will be one of the biggest influencers of compensation decision making in the future. Read More >
FROM THE SALES LEADERSHIP BLOG Why You Don’t Really Need an Accurate Sales Forecast
MICHAEL WEENING SENIOR VICE PRESIDENT
SALESFORCE.COM
How do you drive forecast accuracy? The answer is very simple. Forecast accuracy isn’t a goal, but an outcome. Your goal shouldn’t be accuracy – it should be consistency. Here’s why. A sales organi- zation that has a forecast with a 75 percent accuracy rating in the first quarter, 45 percent accuracy in the second quarter, and 99 percent accuracy in the third quarter is obviously highly inconsistent. Who knows where the arrow will hit? However, if a sales organiza- tion maintains a steady 65 percent forecast accuracy for three straight quarters, the sales operations team can build those propensities into the forecast model. For a forecast to truly be useful, the sales leader must focus on consistency. Here are six steps to take toward that goal. Read More >
SELLING POWER AUGUST 2016 | 11 © 2016 SELLING POWER. CALL 1-800-752-7355 FOR REPRINT PERMISSION.
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