Market leading Sales forces are singularly focused: to sell stuff. Sales are one of the most accountable areas of the organization and often are under the constant microscope of senior leaders as they have a significant, immediate, and direct impact on the bottom line. Companies must enable their salespeople and not emasculate them. Over the past 25 years I have always preferred to hire the sales stallions over order taking geldings. Stallions require you to have a high emotional intelligence, and they will often try to get your goat, however they consistently produce and add value. While geldings wait to be told what to do, how to say it, and where to go. Mavericks are saying get out of my way or I will run over you.
Nothing frustrates CEO’s more than spending the time to develop a strategic plan and then find out six months into the plan sales is not executing the plan. What are the reasons sales fails to execute the plan?
In my experience, most businesses do a great job of explaining their strategic plans, but they fail to provide sales the proper sales tools, a value proposition that resonates with buyers and the “how-to” for salespeople.
Market leaders create tactical sales playbooks by territory.
Market losers tell salespeople to “just make it happen”.
It may be perceived as “old school” but I have found the best way to avoid the “great disconnect” is to provide each salesperson on your team a sales playbook. Working with the salesperson we develop a playbook that breaks the overall strategy down into meaningful how to tactics for the salesperson and identify key performance indicators.
Have you experienced the “Great Disconnect; Sales Execution” in your sales team?
Does your organization provide sales playbooks for each salesperson?
What are the key ingredients of a sales playbook?