building your organization - hiring the right sales talent presented by: christopher j. bilotta...
TRANSCRIPT
Building Your Organization - Hiring The Right Sales Talent
Presented By: Christopher J. Bilotta Resource Development Company,
Inc.
Introduction
Purpose Discuss attributes/profile of sales managers
vs. individual sales people How to identify, evaluate, and hire the right
individuals
Presenter Profile President, RDC, Inc. (www.rdcinc.com) 15+ years in executive search CPRW, CPA Drexel University: BS Business, MBA www.christopherbilotta.com
Questions to Ponder
What makes a successful Sales Manager?
What makes a successful Salesperson?
Are the two mutually exclusive?
Should they be mutually exclusive?
A Frequent Dilemma
Two Sides of The Same Coin
It’s usually a bad idea to have a super salesperson and a sales manager in the same person.If you have a super salesperson rather than a sales manager, you ultimately have a bottleneck to progress and the team’s long-term success.The best athlete does not necessarily make the best coach.
Downsides of Two In One
If a SM gets involved with one deal, the sales team comes to expect help on all deals. It becomes hard to persuade customers of the super salesperson/sales manager to go back to normal treatment. The super salesperson/sales manager might win one or two deals, but probably lose many more as a consequence.
The Ultimate Sales Manager
The Role Not achieving direct sales results by
themselves.
The Goal Driving sales results through other people.
SM Profile - What Really Matters
Specific product knowledge is nice to have, but not a must Transferable skill-setTrack recordLeader and Manager - cultivated and developed through training and experience
SM Position Requirements
Organization (Hard skills) Evaluate and understand each individual Assess strengths and weaknesses Develop structure/process Implement effective use of technology Set team and individual goals Maintain accountability
Management (Soft skills) Lead and direct Train and coach Inspire and motivate
Keys To SM Hiring – Areas To Probe
Recruitment OnboardingProcessMetricsCompensation PlansSkill DevelopmentLeadership
Effective Interviewing
Behavioral / Situational ModelRequest a Plan Critical thinking Writing skills Ability to follow directions Ability to meet deadlines
Profile Assessments (Caliper, DISC)References / Background Checks
Leadership - It’s All About Fit
Sales Manager – The First 100 Days
Assess teamCreate a consistent, sustainable processInstitute a sales forecasting system Identify priorities Agree on short vs. long term focus Reporting tool to senior management
Assess Team - Determine Skill vs. Will
Identify what motivates the individual salesperson and develop a plan
Raise the bar, but monitor carefully
Do a better job of hiring top performers in the first place
Building A Sales Team
Goal motivated vs. money motivated? Hit the goal and the money will follow
How much money do you want to make vs. how much money do you need to make? Recognize the difference between the two
Right Person - Right Position
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Next Steps
Benchmark Competitors
Identify Best in Class Companies
Build an OPEC Recruiting Pipeline Ongoing Proactive Effective Comprehensive