THE STATE OF SALES MANAGEMENTwith Norman Behar & Gerhard Gschwandtner

2Today’s Presenters

NORMAN BEHAR GERHARD GSCHWANDTNER

3About Sales Readiness Group

To improve the performance of sales

teams by providing customized, skills-

based training programs that produce

sustainable behavior change.

AGENDA

AGENDA

The High1. -Impact Sales Manager

Why a Survey on Sales Management2.

Survey Demographics3.

4. 5 Hallmarks of High-Impact Organizations

Sales Manager Time Trap5.

Key Takeaways6.

5The ROI of Sales Managers

Sales Managers provide the biggest leverage to increase sales performance.

6

GAIN INSIGHT ON:

• Most Important Skills

• Annual Investment on Training

• Relationship Between Skills & Results

Why a Survey on Sales Management

7

What is your job function?

Survey Demographics

In partnership with:

ALL

Sales leader 55%

Sales enablement 6%

Sales operations 7%

Learning and development 15%

Other - Write In (Required) 17%

8

What percentage of reps achieve quota?

• Less than 25%

• 25-50%

• 51-75%

• More than 75%

Defining Success

17%

63%

20%

Type of Sales Organization

LOW PERFORMING

AVERAGE PERFORMING

HIGH-IMPACT

95 Hallmarks of High-Impact Sales Organizations

1. Coaching Time

2. Managing Performance

3. Recruiting and Hiring

4. Trust and Respect

5. Training Investment

POLL

What percentage of their time do your sales managers spend coaching reps?

1. Less than 20%

2. 21-40%

3. 41-60%

4. 61-80%

5. More than 80%

11

High-Impact Managers are:

2X more likely to participate in sales coaching training than low performing organizations.

1 | Spend More Time Coaching

12

Managers are more proficient at:

Making coaching collaborative•

Assessing sales reps skills•

Developing coaching plans•

Following a coaching process•

Better at Sales Coaching

13

Managers are more proficient at:

• Communicating expectations

• Holding reps accountable

• Providing regular feedback

• Managing KPIs

• Conducting pipeline reviews

2 | Better at Managing Sales Performance

Hiring

Why do you feel sales managers struggle when it

comes to managing performance?

15

Managers are more proficient at:

• Recruiting & sourcing

• Developing job profiles

• Using interview questions

• Making hiring decisions

3 | More Proficient at Recruiting & Hiring

16

• Create a job profile

• Build a candidate pool (even when you don’t have an opening)

• Use behavior-based interviewing questions

• Use a candidate selection process to evaluate and compare

Hiring Best Practices

17

Managers are more proficient at:

• Setting performance goals

• Making important decisions

• Adapting leadership styles

• Identifying rep’s motivators

4 | Earn Organization’s Trust & Respect

185 | Invest More to Develop Sales Managers

46% of ALL Respondents had insufficient resources or budget for sales management training.

Obstacles

Why is it difficult for sales managers to make progress in these areas?

20Sales Management Time Trap

Daily Grind (Too many Priorities)

Driving Results(Sales Management Dev)

• Attending meetings

• Completing reports

• Preparing forecasts

• Addressing personnel matters

• Resolving customer issues

• Building sales team

• Managing performance

• Managing sales pipeline

• Sales Coaching

• Leading & motivating team

65% say too many competing prioritiesis a top challenge to implementing a sales management training program.❗️

Key Takeaways

✓ Spend more time coaching

✓ Better manage sales performance

✓ Become more proficient at requiring and hiring

✓ Earn sales organization’s trust and respect

✓ Invest more in developing sales managers

Q&A

For more information…

Please contact us at:info@salesreadinessgroup.com

800.490.0715

Read the SRG Blog at:www.salesreadinessgroup.com/blog

THANK YOU