 If you want your sales strategy to succeed, you have to put serious forethought into it. The haphazard approach — in which reps are told to sit down in front of the phone and start selling to someone — rarely works in the sales industry. Instead, integration between your sales and marketing teams is key to repeated (and repeatable) wins.
Everyone needs to know how different customers may enter their sales funnel, what they may be looking for at each stage, and how marketing and sales can work together to guide them through the funnel and toward an eventual purchase. This overall knowledge is the basis of intentional sales strategy; in turn, the specific actions and tools your salespeople use to guide leads on their journey are your sales tactics. Factors of Effective Sales Strategy Design It's vital that you understand the key factors influencing whether your sales strategy is successful or not. Three of the biggest factors to keep in mind are: 1. Lead Sources Where are your leads coming from, and what's the nature and extent of their interest? A lead that downloads an e-book from your website may have a different level of interest compared to one who attends an hour-long webinar. Or maybe not! Either way, your sales and marketing teams need to understand that the origin of each lead will help them understand how to nurture that lead effectively. 2. Lead Categorization Leads can typically be separated into 3 common categories:
Lead categorization provides sales and marketing with additional valuable insights into how to best guide leads into and through the sales funnel. 3. Lead History Knowing how long most leads are generally in your sales funnel before they make a purchase, coupled with knowing each lead's history of interaction with your company, can help you develop highly impactful sales strategies and tactics. For instance, an automated email sequence with a CTA to book an appointment may work for one type of lead, whereas a personalized email from a sales rep may be more effective with another. The important thing is that your sales and marketing teams are in complete alignment on these 3 factors, and understand how leads will be sorted, categorized, and nurtured throughout their time in your funnel. Building a Sales and Marketing Toolbox, and Training Your Team Just like you need different equipment to go snow skiing vs. water skiing, you need different strategies and tactics (or at least tweaks to your current strategies and tactics) for each campaign your company decides to tackle. For instance, you may need different talking points for a special campaign compared to your normal marketing message. Of course, you'll also need to ensure that sales and marketing are working together with operations and IT, as needed, to develop the resources your campaign needs. You can think of all of these collected resources as your sales and marketing "toolbox" — an organizing principle that allows for easy maintenance, updating, and training for your team. Building this toolbox, and then training sales reps to use the tools within it effectively, will increase your team's confidence and improve ROI on lead capture efforts. Make sure as you build the toolbox that you document best practices. Keep monitoring your toolbox's effectiveness, and be willing to adapt as needed. And then... document those adaptations! As you grow in your understanding of every step of the campaign's sales process, you'll create a huge competitive advantage for your company. You'll also create shorter sales cycles, improved sales performance, and higher close rates. Using and Sharing Data To Increase Close Rates In general, sales and marketing teams have access to different types of data. However, both teams need quantitative and qualitative data to function effectively; and when they pool their knowledge, it can make everything that much better. Sharing and comparing data drives alignment and success. When you think of quantitative data, you may think about metrics like lead populations, click-through rates, conversion rates, email open rates, average sales cycle timing, and so forth. All of these are valuable pieces of information that, when used properly, can help your sales and marketing teams pinpoint opportunities for improvement and growth. In addition, qualitative data like lead quality, interest levels, observed trends, or even "gut feelings" also play a key role in shaping your overall process. When your teams review both types of data together on a regular basis, they are empowered to act in a collaborative, integrated way. Far from a siloed mentality, they are able to ideate and implement specific, tangible improvements to your company's current sales and marketing framework. This type of collaborative approach taps into what's really the most important part of sales: not a single strategy, tactic, or process, but the culture created among your sales and marketing teams. When your culture is focused, aligned, and dynamic, it can provide game-changing feedback to your organization. Designing Purposeful Sales Strategies and Tactics When you develop strategies and tactics that align with each type of lead, you can unlock tremendous untapped value. When your sales team shares its vision and insights with your marketing team, and vice versa, it creates the basis for a sustainable, ever-improving process of lead capture, nurture, and conversion. Integration of your sales and marketing teams is the heart and soul of a winning strategy. Granted, developing a collaborative culture and then using it as the leading edge of a sharp, focused sales and marketing initiative is easier said than done. However, once you've laid the groundwork, the maintenance is much easier. And as you continue growing in knowledge of your target leads, and your sales and marketing teams become more comfortable with one another, you're putting yourself in a prime position to win the day, every day for the foreseeable future. Learn More A healthy relationship between sales and marketing is vital to an organization’s success. Dive deep into this effective strategy in a new book called Sales & Marketing Alignment. If you'd like more insights on how you can improve your sales leadership, contact us. Or sign up for our newsletter for more valuable resources.  Any business leader worth their salt wants the company's sales and marketing teams to function at peak performance. However, this won't happen automatically; the leader needs to be a leader in several vital areas before the teams will follow. Buy-in starts at the top, and management's words and deeds are what set the tone for the rest of the organization.
With that in mind, here are six key ways in which leaders can contribute to improved sales and marketing performance from their team members: 1. Show Respect This is a fundamental step in optimizing your team's performance... one which sadly goes neglected more often than not. It's important to understand that your marketers and sales reps are "subject-matter experts" when it comes to prospects' pain points, concerns, and values. They have experience in offering targeted solutions that guide leads through the sales funnel and toward a final purchase decision with your brand. That experience — that expertise, hard work, and passion — must be respected by leadership. Make it clear to both your sales and marketing teams that you understand how they are directly contributing to the company's mission, vision, goals, and ultimate success. Vocalize your appreciation for their efforts. By simply filling this basic human need — the need to feel respected and valued — you're already setting your teams on the right path, and motivating each member to give their best, even toward the most ambitious revenue goals. 2. Support Teamwork Do everything you can to push back against collaboration's silent killer: the "silo mentality." Sales and marketing experts may be able to accomplish quite a bit apart from each other, but that pales in comparison to what they can accomplish together. For that reason, aligning your sales and marketing teams toward a common vision and goals should be a top priority on your leadership agenda. Set up processes that promote communication and collaboration between the two teams, such as regular interdepartmental meetings. Communicate with team leaders in joint strategy sessions. Do what you can to walk the walk, and your managers and team members will fall in line. 3. Ask for Feedback (and really listen to it) What if your departments aren't performing to expectations? The quickest and most effective way to uncover sales and marketing roadblocks is to seek feedback from your teams. Ask questions, and pay close attention to the answers. It may be enough to seek feedback from team leaders, but at times you'll need to get feedback from the entire team. Your sales reps in particular can help you understand what prospects truly want, and why deals may not be closing as expected. These team members are "on the front lines" when it comes to customer interactions, and they can function as the de facto eyes and ears of your organization. Be willing to tap into their knowledge and experience, especially when contemplating major strategic changes. 4. Promote and Drive Ongoing, Integrated Training Interdepartmental collaboration is one vital aspect of proper alignment between sales and marketing. For most modern organizations, integrated training on sales and marketing tools is another. It's vital that your sales reps and marketers understand how to use such tools effectively — whether it's a new lead database, a CRM, or an email automation platform. They also need to understand how their activities with these tools play into the bigger picture. For example, when exactly should a marketing-qualified lead (MQL) transition into a sales-qualified lead (SQL)? And what steps need to take place in order to implement and document that transition? In this regard, it may be best to remove training silos within sales and marketing and bring the teams together for integrated learning sessions. 5. Focus on Results and Watch the Numbers As you implement alignment between sales and marketing, you'll be asking team members to track specific KPIs for the sales and marketing processes over which they've taken ownership. When it comes to these numbers, balance will be needed on your part: you'll certainly never want to fall into the trap of micromanagement, which is both inefficient and counterproductive. At the same time, as a leader it's your responsibility to regularly and methodically review these KPIs within the context of the company's larger goals. By keeping an eye on key metrics, you'll be able to spot any bottlenecks (or potential bottlenecks) in your sales and marketing strategy. You'll also gain insight into which team members could benefit most from constructive feedback. At the end of the day, it's important for sales and marketing leaders to remember that they're working toward an overarching objective, and are getting consistent support and direction from proactive leadership. 6. Celebrate Wins... and Have Fun! In many ways, sales and marketing teams can be compared to sports teams. For instance, both work toward common goals. In order to be effective, both require hard work from individual members, along with a clear understanding of their specific roles. And both can achieve visible, measurable success ("points scored," if you will). There are many ways to "score points" in sales and marketing. No matter how you keep track of those points, it's important to occasionally step back and celebrate the wins — all the times your company has experienced some type of success from the efforts of your team members. Take advantage of these opportunities to acknowledge the work of your team, and express your appreciation for them. There will always be room for improvement; but taking a moment to look at what you are doing right is great for team morale, and a driver for future success. When it's all said and done, sales and marketing performance has a direct relation to qualities that any leader can develop: understanding, respect, empathy, consistency, and trust. By holding the vision of sales and marketing alignment, seeking feedback, and demonstrating your respect and appreciation for the efforts of each team member, you'll undoubtedly see improvement in each department's performance. Momentum will gradually build, and your company will be set up for sustainable success for years to come. Learn More A healthy relationship between sales and marketing is vital to an organization’s success. Dive deep into this effective strategy in a new book called Sales & Marketing Alignment. If you'd like more insights on how you can improve your sales leadership, contact us. Or sign up for our newsletter for more valuable resources.  If you've read our previous posts on this subject, then you know why sales and marketing alignment is such an important component of sustainable business success. Perhaps the main question you're wondering now is: To what extent are my sales and marketing teams aligned right now?
It's important to understand how your business is currently doing in this regard. After all, if you don't know where you are, then you'll never get to where you're going! With that in mind, here's a checklist to determine just how aligned your two departments really are, and how far they may have to go: The Sales and Marketing Alignment Checklist Company Leadership
How Is Your Company Doing With Sales and Marketing Alignment and Integration? After reviewing the checklist above, do you see specific areas in which your company could improve? Perhaps top-level leadership could take a more proactive approach to the alignment and integration process; or maybe team managers need some more encouragement to schedule collaboration time with their counterparts in the other department. Whatever the case may be, this checklist can be a great starting point to figure out which areas deserve the most attention. It's really hard to overstate how important alignment and integration are to your organization's long-term success. These are key drivers for growth and productivity across the board, for both your sales and marketing teams. When your teams are well-integrated, and in alignment, they'll communicate and collaborate effectively, come up with innovative solutions together, and ultimately engage with customers in the most effective way, at the right time, and with the perfect message. Alignment Creates Momentum Simply put: sales & marketing alignment creates momentum. That's why all the major stakeholders within your organization need to work towards this goal. From your executive suite down, every member of your team must rally around this concept that sales and marketing are not separate entities, but two halves of the same whole. While internal conflict can kill momentum and stifle performance, the momentum generated by sales and marketing alignment will continue to build with each passing day, and add exceptional value for your company. At the end of the day, sales and marketing alignment and integration are huge factors in improving your business' overall sales performance. So review this checklist, compare the items with what your company is currently doing, and look for ways to bridge any gaps. You and your team members will be happy you did so! Learn More A healthy relationship between sales and marketing is vital to an organization’s success. Dive deep into this effective strategy in a new book called Sales & Marketing Alignment. If you'd like more insights on how you can improve your sales leadership, contact us. Or sign up for our newsletter for more valuable resources.  In the business world, there are two types of leaders. The first one says: "Do what I tell you to do." This type of leader expects his or her team to toe the line, keep in step with the organization's game plan, and deliver results... whether those team members feel supported in this endeavor or not.
The second type of leader says: "Do what I'm doing." This kind of leader sets the tone for the rest of the team, not just by words, but by actions. They walk the talk; they lead by example. How does this relate to sales and marketing integration? Simply put, sales and marketing integration starts at the top. If leadership is fully committed to integrating the two departments and proves it through word and deed, mid-level managers and team members will follow the path that's been forged. The big question is: Which type of leader are you? Your answer to that question can make all the difference when it comes to your company's success (or lack thereof) in creating synergy between the two departments. Let's talk about why sales and marketing integration really does start at the top, and some important ways you can support this goal in your role as a leader. It All Starts With a Leader's Mindset The seed of successful sales and marketing integration is the right attitude. Leaders need to recognize within themselves that this should be a top priority for their organization. They also need to understand that this integration process isn't going to happen overnight. Just as it may take months or even years for a person to meet their fitness goals, it may take quite a while for a company to achieve a healthy synergy between the two teams. Leaders who have a sustained commitment to this new paradigm are willing to provide consistent support for their team members. They're willing to "hold the vision" for sales and marketing integration, and fight the inertia that could cause some stakeholders to revert to old ways. The right mindset is the first key to unlocking the power of an integrated approach. Leaders Can Break Down Internal Barriers There may be internal pushback on the idea (or at least the implementing) of sales and marketing integration. Sometimes leaders have to overcome a deeply entrenched negative viewpoint about one department or the other... and sometimes those negative thoughts come from the leaders themselves! For instance, because of a leader's background, he or she may be inclined to think that one department is more important than the other, or should take more of the blame when revenues dip. In some cases, the hardest barriers to break down may come from your marketing and sales managers. They may be reluctant to share metrics and projections with a team they've always considered their "rivals." They may be afraid that they'll be called to task if something goes wrong. It's up to you as a leader to assuage their (sometimes legitimate) concerns, and build that bridge between the two teams. If you build the bridge the right way, it will bear the weight of everyone in both departments. Follow-Through Begins at the Top Once the mindset has shifted and the barriers have been broken down, leaders must consistently and repeatedly commit to the strategy and processes that make integration successful. They need to give the time, financial support, and freedom to their teams that are necessary for developing truly integrated strategies. It's not just about a joint meeting once every couple of weeks; it's about open lines of communication that feed a genuinely collaborative workflow. Once again, leaders who "walk the talk" will see the best results. They need to proactively manage this paradigm shift, even if they can't oversee every detail. This could involve coordinating and conducting joint meetings, or having frequent one-on-one sessions with team leaders. Put another way: if you want the vision to take root, you'll have to do a little bit of digging yourself! Actionable Steps You Can Take What are some practical ways you can support an integration initiative? Here are three specific steps to take: 1. Evaluate your own attitudes and behavior. It may be challenging to take a long, hard look at the person in the mirror, but it's often the first step towards accomplishing your goal. Ask yourself the tough questions about your own attitude towards either the sales or marketing team (or both). For instance: do you or your colleagues view either team as lazy or negligent? Do you support sales and marketing in theory, but without providing practical support? Here are some other probing questions to ask yourself:
2. Practice empathy with your sales and marketing teams. Put another way: spend some time walking in their shoes. Listen to them — and listen to understand, not to respond. Explore reasons for any barriers between the teams, and analyze how each team (and each professional on the team) adds value to the company. This type of empathy is at the heart of any successful sales and marketing alignment, in part because it allows you as the leader to put each team member in the right role for them, and therefore set up both teams for success. 3. Build bridges, not fences. It's all too easy to play the blame game when adversity strikes. However, as the leader, you must be alert to channel energy towards solution-oriented goals, not finger-pointing. Help both teams see collaboration as a non-negotiable priority. Work with your sales and marketing managers to create integrated strategies and processes with clear owners. Create a working environment where root problems are attacked, instead of fellow employees. At the end of the day, whether your company enjoys effective sales and marketing alignment depends to a large extent on whether you, as the leader, are doing your part. If you are, you can realistically expect to see gradual improvement in team integration, and better sales and marketing performance across the board. Learn More A healthy relationship between sales and marketing is vital to an organization’s success. Dive deep into this effective strategy in a new book called Sales & Marketing Alignment. If you'd like more insights on how you can improve your sales leadership, contact us. Or sign up for our newsletter for more valuable resources.  Leadership sets the tone for sales and marketing. Buy-in from leadership is an absolute must if sales and marketing alignment is going to be achieved. Unfortunately, many executives unknowingly sabotage their teams. For example, this can happen either by focusing on pathways to growth that end up as illusions or by giving too much emphasis to one department over the other.
If you identify with any of the scenarios discussed below, it may be time to shift your company's (and maybe even your personal) mindset. The good news is if you're willing to do so, you can become a change agent within your organization and help get the ship back on course. Leadership Perceptions Derail Sales and Marketing Integration C-suite leadership is primarily concerned with promoting growth and increasing profitability. However, there may be a wide variety of opinions among company executives regarding the right direction for their organization. Here are just a few examples of how leaders can unwittingly undercut their own potential for growth:
Cutting Costs vs. Promoting Growth What's the common thread that runs through each one of these viewpoints? It's an emphasis on cutting costs rather than promoting growth. Saving on expenses and streamlining sales and marketing processes is great. However, inaccurate perceptions from an organization's leadership can potentially drive a company into the ground. The fact is that both sales reps and marketers have to work hard to get their jobs done properly. Salespeople must be determined, great at communication, and able to relate to and truly connect with prospects. Marketers must ensure that consumers have a favorable first impression of the brand. Their goal is to keep your brand top of mind when consumers make purchase decisions. Sales and marketing roles both require highly specific skill sets. And when your sales and marketing teams align with one another, those skill sets blend and help your company perform at its very best. Is Leadership Inadvertently Hindering Sales and Marketing Synergy? Is senior management accidentally smothering opportunities for growth among your sales and marketing teams? Here are a few key questions you can ask to find out:
In many cases, the root of the issue comes down to trust. Many managers struggle with trusting their sales and marketing teams. They want to see results without considering the processes ultimately responsible for those results. They may believe their job is to micromanage every aspect of sales and marketing — instead of setting clear guidelines and letting team members develop creative solutions within those guidelines. Interestingly, both leaders with a strong background in sales and marketing and leaders without that background can fall into a pattern of undervaluing those two departments. For example, a leader who made a name as a star salesperson may not be skilled at managing a sales pipeline from end to end. Or that leader may not appreciate the critical role that marketing plays in feeding that pipeline. On the other hand, leaders without strong sales/marketing backgrounds may subscribe to the notion that their products can "sell themselves." They may be more interested in cutting costs than understanding how highly skilled and trained sales reps can contribute to sustainable growth. 5 Signs That Leadership is Killing Sales What are some common symptoms that indicate your company's leadership is actually killing sales and marketing alignment? Here are five indications that should be red flags: Leaders build or reinforce a culture that undervalues sales and marketing efforts. This may be subtly indicated by internal messaging that focuses almost exclusively on product features, instead of acknowledging individual efforts by marketers and sales reps. Leaders don't see the point of spending money on sales and marketing initiatives. If senior management is more inclined to cut budgets and personnel for your sales and marketing departments as opposed to giving them the resources to succeed, that's a major indication that a mindset shift is needed — and soon! Leaders choose quick fixes instead of long-term solutions. Sure, the outsourced sales company may be 60% cheaper than your current payroll. But will those workers effectively explain your brand's unique value proposition (UVP)? How many potential customers will your company lose? And how many current customers will stop doing business with you? Leaders argue against investment in integrated technology solutions. Here again, the emphasis is on keeping costs low instead of actively investing in assets that can contribute to sustainable growth for your sales and marketing teams. Leaders perceive individual team members as interchangeable commodities. The simple fact is that not all salespeople are created equal. Leaders must realize that it may be difficult — even impossible — to replace one sales superstar's output with that of five new hires. Such skilled employees should be celebrated and nurtured, rather than treated like another number on the payroll. If you've observed these kinds of actions or attitudes coming from your leadership team, or even from yourself, don't despair! Becoming aware of the problem is the first step toward overcoming it. If you can successfully initiate a mindset shift in your organization, you'll be that much closer to aligning and supercharging your sales and marketing teams. Learn More A healthy relationship between sales and marketing is vital to an organization’s success. Dive deep into this effective strategy in a new book called Sales & Marketing Alignment. If you'd like more insights on how you can improve your sales leadership, contact us. Or sign up for our newsletter for more valuable resources.
On holidays, I like to give the people I care about experiences rather than objects. That’s why, this past Christmas, I decided to set up a dog sled adventure for my family. Not only did everyone have a blast, but I also ended up giving myself a fantastic metaphor I can now use to help clients build successful sales teams. I am in no way a champion dog-sledder, and I don’t plan on racing in the Iditarod anytime soon. We were there for the ride, taking a backseat to the professionals. When I say professionals, I’m not just talking about the human musher who steers the sled. I’m talking about the dogs, too! Sure, I had assumed they were all talented animals, but I had no idea how good they were at their respective jobs. A Successful Sled Team is Like a Well-Functioning Sales Team During our journey through the snow, I couldn’t help but make the comparison in my head to a well-functioning sales team. On a successful sled team, dogs of various sizes, strengths, and experience levels are placed according to where they excel. The same should go for a sales team. Everyone has different proficiencies, and when you put them where their talents can shine the most, you can pull through to your destination even over tough wintry terrain.  Lead Dogs Set the Standards
The front line of the team is the lead dogs. They are not always the fastest or the strongest. Instead, they tend to be the most experienced and knowledgeable, having run in multiple positions on the team over the course of their careers. They know the cues, they know where they’re headed, and they know how to demonstrate that expertise to the dogs behind them. In the same way, your superstar salesperson, the one with the highest numbers, isn’t usually the best choice for a sales manager. You need someone seasoned who knows the path and how to point your people in the right direction. Point Dogs Are Adaptable The second line of dogs are the swing dogs, or point dogs, who are essential for swinging and pointing the sled where it needs to go. They follow the lead dogs, tracing their steps and using their agility to keep the sled moving. As the second line of the team, they’re also the next up in line for possible leadership. You’ve got people primed for sales leadership on your team, too. They’re full of ideas and good at inspiring the rest of the team to move forward. Encourage their growth and celebrate their skills, and they’ll be pivotal for keeping the team on track. Wheel Dogs Are Powerhouses Wheel dogs take up the back line. They’re the engines, using their strength and speed to get the sled, and the rest of the team, in motion. Their strength pushes the rest of the dogs to operate at their greatest capacity. High-grossing salespeople make ideal wheel dogs, driving the rest of the group and keeping them on their toes. Team Dogs Maintain Momentum Team dogs make up the center of the pack. They follow the first two lines to keep the sled moving, and they let themselves be pushed forward, and faster, by the wheel dogs behind them. Depending on the type of journey the sledders are taking, and depending on the dogs’ energy levels, team dogs can either be switched around on the team, or they can sit the race out. Of course, the sales team members making up the middle of the pack are essential for the organization's health. They’re there to cooperate, to push themselves and others to do their best together. Many leaders wish they could clone themselves or their highest-grossing salesperson, copying their successes in every area. That method doesn’t make for an effective sales team. The one thing sled dogs all hold in common is they know their role, and they play it to the best of their ability. The highest-performing sales teams are made up of people with different skills, tailored to their best use. The sales organizations I see with the biggest numbers, healthiest cultures, highest retention, and most positive outcomes are built like sled dog teams. Salespeople are allowed to thrive where they have natural talents and interests, whether they’re the ones developing and nurturing relationships with clients or enjoying the thrill of pursuing new business. Individuals work well independently and as key team members of a high-performing revenue engine. Put them where they belong. They’ll carry you to the finish line every time, and you’ll enjoy the ride a whole lot more. Learn More About Building a Successful Sales Team A healthy relationship between sales and marketing is vital to an organization’s success. Dive deep into this effective strategy in a new book called Sales & Marketing Alignment. If you'd like more insights on how you can improve your sales leadership, contact us. Or sign up for our newsletter for more valuable resources.  If you want your company to experience significant and sustainable revenue growth, it's vital that you have three pillars of sales success in place: strategy, process, and people. Why is each of these elements so essential to a well-oiled sales machine? Well, consider this:
However, when all three components are functioning at a high level and working well with each other, you're bound to see more wins than ever before. Sales Success Starts With Strategy You can think of strategy as an understanding of your mission or goal, along with the ability to select a path that will help you achieve it. In terms of sales success, strategy is a well-thought-out plan put into action. Many business leaders either have an inconsistent, "winging-it" approach to strategy or no strategy at all. For instance, some marketing and sales managers believe that staying busy is the same as being strategic. As a result, their focus is on running more ads and uploading more social media posts, whether those actions contribute to an overarching plan or not. Other managers are scared to "rock the boat." So they stick with the strategy they inherited from their predecessor, who inherited it from the manager before him, who inherited... well, you get the idea. Still others (and this is especially common among small business owners) have no grand plan at all. They constantly run around "putting out fires" rather than thinking about the bigger picture. The Basis for an Effective Strategy The truth is, if you want to drive business growth, it's absolutely imperative that you have a sound strategy in place as your foundation. And your strategy should be constructed as a mixture of at least two major materials:
Once you have those key ingredients on hand, you can add other things to the mix: intentionality, creativity, logic, and action-oriented thinking. You can develop clearly defined goals to reach within the next three months, six months, year, or beyond. You can start thinking about the processes that need to be set up to achieve those goals and the people that will be the best fit for each process. Again, it all starts with strategy! Process is Transportation for Your Strategy If strategy is like the roadmap that helps you plan out the best route from point A to point B, process is the vehicle that actually carries you there. Processes are the specific tactics that make your vision a reality. And they are most effective when they're replicable, scalable, and flexible enough to evolve when necessary. Process is also about working the margins to gain any edge on the competition, no matter how slight. Well-built processes may not guarantee your sales team a win in any given interaction, but they'll certainly increase your odds of gaining a win. Think of a baseball pitcher who has to employ the same mechanics repeatedly to hit his spots and get the outs. Similarly, your sales team will be more consistent and effective when they follow well-defined workflows day in and day out. What are some particular areas in which process can drive strategic alignment? For one, think about the sales and marketing funnel. Focusing on process can help you map out your strategy to get customers from point A (the top of the funnel) to point B (the bottom). Develop specific processes as answers to the following questions:
In addition, it's always a good idea to consider where automation can fit into your processes. Which parts of the funnel need to be handled by a human team member? Which parts can be "outsourced" to a program or algorithm? The bottom line is that processes can truly help your team members to "work smarter, not harder." Get the Right People in the Right Roles You can automate some of your processes. However, you can't automate the people on your team. You can't just fill key roles with warm bodies and expect that all your work with strategy and process will pay off. The simple truth is that not everyone is well-suited for the same roles in your organization. Not every star sales closer is cut out to be a sales manager. And not every sales manager is necessarily a star closer. It's important to understand both the strengths and the weaknesses that each individual on your team brings to the table — and then play to those strengths rather than attempt to shore up the weaknesses. Never mistakenly think that marketing and sales require interchangeable skills. It "takes a village" (i.e., aligned sales and marketing teams) to stay competitive in today's business world. However, the village only functions properly when each member is in the right role. Apart from getting the right people in the right seats, it's also important to actively promote alignment between teams. One key way to accomplish this is through regular integrated meetings. Granted, you don't need to have every team member from sales and marketing attend every meeting planned throughout the course of a week, but it is a good idea to have regular check-ins between sales and marketing leaders, along with key representatives that can provide helpful input when decisions need to be made. At the end of the day, investing in these three pillars — strategy, process, and people — will help your company to enjoy sustainable sales success and your team to yield improved sales performance. Now that is a foundation worth building! Learn More About Sales Success A healthy relationship between sales and marketing is vital to an organization’s success. Dive deep into this effective strategy in a new book called Sales & Marketing Alignment. If you'd like more insights on how you can improve your sales leadership, contact us. Or sign up for our newsletter for more valuable resources.  Business is good. Accounts keep coming in. Our team doesn't have any drama, and everyone works together well. The only problem is... I feel like opportunities are being missed because of my lack of organization. How do I get my sales team organized? Can you relate to the above thoughts? Many SMB owners who run successful companies have to face the "organization dilemma" at some point in their journey. Maybe it was easy to handle the day-to-day of sales when you were just starting out — but now you have an entire sales team to manage, and dozens, hundreds, or even thousands of accounts to maintain. Are you giving your reps the direction they need to succeed? Are you giving them guidelines and boundaries that will keep them focused? Has your sales process been broken up into defined stages or steps? Your business may be doing great. With a more organized approach in place, it could do even better. So we go back to the original question: Where should you start? Here are three practical tips that can help you keep your sales team organized, focused, and effective: 1. Get Intentional The first thing you need to realize as an owner is that unless your company has a designated sales leader... you are the sales leader. You're the one your reps will look to for clarity, structure, and support. You're the one who can either empower your team to exceed expectations... or hinder them from reaching their full potential. Bottom line? It starts and ends with you. And that's why it's so crucial to get intentional with your sales process. Being intentional means starting with the end in mind. In other words, you need to develop a clear "game plan" for your sales team. What exactly is their role in the overall process? For example:
It's important to define your main objectives, and then work out the details that go into each one. This is where the concept of "co-creation" can really generate a positive impact on your process. Communicate with your sales team. Lay out your vision for them to see, and then work with them on how best to make the vision a reality. If you can come out of those meetings with a process your team can get behind 100%, it's a win-win, hands down. 2. Ensure You Have the Right Tech Stack Let's say you've already defined your primary objectives, and have given structure to the overall sales process. All the documentation is set, and your team is onboard with your game plan. Now the challenge is to make sure that your tech stack supports your vision. The size, scope, and nature of your business should inform the kind of tech stack you have — as should the makeup of your sales team, and your recently defined goals. Companies in the SMB space often use CRM platforms like Salesforce, HubSpot, or Pipedrive (to name a few). The exact features and subscription plan(s) you'll need will depend on the intricacy of your sales process. Just as an example, imagine that you want your sales team to manage automated drip campaigns as part of their lead nurturing duties. You'd need to make sure that your CRM system offers email templates, the ability to set up automated email sequences, and a way to effectively segment prospects according to shared characteristics like funnel stage, company size, geographical location, and so on. Along with a robust CRM platform that meets all of your sales team's needs, you also want strong reporting built into the process. KPIs and other metrics can provide you with a helpful "snapshot" of your sales process' current status. Reports can also help you to identify bottlenecks in the pipeline, and even determine which reps could use some extra training. 3. Work, Review, Discuss, Iterate Okay, you have your process in place. You have the right tech stack to support your goals. What's the next step? Simple: it's time to work the plan. Working the plan is often that secret ingredient that separates a good sales team from a great one. Just stop for a moment and think about all the ways that a cohesive plan will enhance the effectiveness of your reps:
Of course, as you and your team work the plan, you'll inevitably identify opportunities for growth. So make sure to periodically examine the data you receive. Hold intentional meetings where you ask your reps for their feedback, and then discuss possible solutions. Don't be afraid to iterate your sales process — the next version may be at least a little better than the current one! True, it will take time and effort to develop and implement a more organized approach. But if you follow the three tips discussed above, your team will be more scalable, more focused, and ultimately more successful. If you'd like more insights on how you can improve your sales leadership, contact us. Or sign up for our newsletter for more valuable resources.  Not too long ago, I was having a conversation with one of my clients about the classes his daughter should take in college. She had just graduated from high school, and the client had just come from her graduation ceremony earlier in the week.
As we were talking about her electives, the client remarked that if he had the chance to go through college all over again, he would have taken Spanish and classes on cultures and religions. That remark really piqued my interest, so I asked him why he said that. He replied that over the years he's discovered how important it is to understand others. Find out where they are coming from. This is especially important as a business owner, and someone who directly communicates with leads and clients on a daily basis. Put another way: it's vital to make a connection, and really understand people. Thinking back on his remarks, I couldn't help but frame his insight in the context of sales. If it's important for business owners in general to understand their customers, how much more critical is it for salespeople who may interact with scores of prospects every day? Help Your Lead Experience Value The fact is, successful sales is all about helping the lead experience value from your product or service. But they can’t experience value if you don't understand where they're coming from. What problems are they trying to solve? And (perhaps most importantly) why do they want to choose your solution? The reality is, they want to improve. They need to see how your solution helps them do that. Sales requires a high level of empathy and understanding. When combined with adequate research, it can often result in a win, meaning that the salesperson is right for the lead and right for your business. With that in mind, I thought of four key questions that you could ask yourself when evaluating how well you're able to understand your clients: 1. "Do I intentionally take the time to go deeper?" Understanding doesn't happen by chance. There has to be a certain level of intentionality in place for someone to achieve a deep comprehension of what drives another person. You'd probably agree with this quote: "No one listens anymore; they just wait their turn to speak." I know I've seen the truth of that statement from my years of experience in the consulting sector. It's a trend that's become more and more pronounced over the years. But it's one you have to combat if you want to gain valuable insight into a client's thoughts and feelings. I like this question because it's a good starting point for some self-reflection. If we don't go into an intake meeting or even a coaching session with the resolve to truly listen and learn, then our relationships could easily stagnate. 2. "Do I ask more questions than I make statements?" Question #1 is largely about our mindset. This question provides us with a barometer with which to measure our success at proactively working to understand others: namely, our speech. It's often been said that the reason we have two ears and one mouth is because we should do twice as much listening as speaking. How are you measuring up in that regard? Granted, talking about ourselves, our company, and our solutions is often our "comfort zone" when meeting with clients. The problem is that such an approach isn't really focused on the customer's needs -- it's focused on what we think the customer needs. In contrast, asking a lot of meaningful questions is the key to understanding what the client wants, needs, and expects from the relationship. 3. "Am I inviting?" This is a big one. Having the right mindset and asking the right questions are both helpful tools in terms of understanding your clients... but what about literally inviting them to share their perspectives? When you sincerely invite someone to explain where they're coming from, your desire to understand them is no longer implied but is apparent to everyone. In the sales context, here are some examples of invitations that you can (and that I highly recommend you do) extend to your clients:
The point is, you want to really be curious (without being meddlesome) about what makes the client tick. It doesn't matter whether you are on a phone call, a Zoom call, at a conference, a networking event, a trade show booth, or in a face-to-face meeting. Stay in the present. Be mindful of what is actually being said, rather than mentally moving on to the next point you want to make. When you invite the client to share their perspective, be sincere about it. As a salesperson, it's true that you typically have your own agenda, and you have "boxes" on your list that must be checked off. However, you'll get a lot further with your clients if you set aside the agenda, put down the to-do list, and immerse yourself in their viewpoint for a while. 4. "Do I practice being present with the people I interact with?" Finally, it's good to periodically take stock of your mindset and performance during interactions with clients (and with everyone else, for that matter). Are you listening to respond, or listening to understand? Do you focus on furthering your own argument, or on discerning why the other person is reasoning as they are? Are your interactions just items on your checklist, or are they opportunities for discovery and even joy? In summary, it's true that sales is often a "bottom-line business." The attitude is: either you hit your quota or you don't. But what a lot of salespeople seem to miss is the value of understanding in achieving those tangible goals. When you come into a meeting with an open mind, ask more questions than you make statements, literally invite the other person to share their perspective, and stay within the moment, then you're much more likely to win over the business and the hearts of your leads and clients. If you'd like more insights on how you can improve your sales leadership, contact us. Or sign up for our newsletter for more valuable resources.  It's been said that "the most reliable way to predict the future is to create it." We could apply that to countless aspects of life. But let's focus on improving sales performance for the moment with a vital sales success tip. Wouldn't it be nice if you could not only visualize the ideal outcome for an upcoming sales meeting, client call, or coaching session, but actually work backwards to trace the steps needed to make that outcome a reality?
Well, the good news is: You can. And all it takes is a relatively straightforward exercise we call the "look back." What Is the "Look Back" Exercise? The "look back" exercise has been called different things by people in different fields. For instance, in chess it's known as "retrograde analysis." Others refer to it as "inversion," or "backtracing." Whatever you want to call it, the point of the exercise is, first of all, to see yourself in the future. Visualize yourself in the event or experience that you are planning. Then, work backwards from that future point to make sure the "current" you positions yourself for success when the time arrives. "Look back" exercises enable participants to clearly identify what they need to do in the present to prepare for future wins. As an added bonus, you can do your "look back" with your sales team, or by yourself! In fact, it may be helpful to train your team on the basics of this exercise. Try it during your next sales meeting! Then, encourage each one to use it as a self-coaching tool. Why Is It important? The "look back" exercise is a critical sales success tip because it helps you connect the present with the future in a coherent, intentional way. It can remind you that a successful outcome several weeks down the road is really the result of progressive, deliberate actions taken today, tomorrow, and each day thereafter. Put another way, a "look back" session helps you to develop a workable game plan for creating the future you want. How Does It Work? In the context of sales, a "look back" exercise can be used in several ways. Again, it is inseparably connected with visualization. You're seeing the best version of your future self in that meeting, in that coaching session, or on that sales call. So the two big questions that you must answer within an effective "look back" exercise are:
As you can tell, "look back" exercises can get very deep, very fast. In the sales industry, here are two common real-world scenarios in which a "look back" may prove extremely beneficial: 1. Sales managers preparing for team meetings. If you're a sales manager preparing for an upcoming team meeting, there are a ton of different factors to consider during your "look back" session besides the basic meeting agenda. For one thing, you want to give attention to how your team members perceive you. Do you want to be seen as a coach? Are you someone who is really understanding and approachable? What outcomes would you like to see? Upon reflection, you may see the need to spend more time with certain team members in the present, so as to get them in the right mindset when the meeting day arrives. 2. Sales reps preparing for client meetings. Conducting a personal "look back" exercise can be a great preparation tool for any sales rep with a big client meeting on the horizon. Think about the kind of experience you want the client to enjoy. Do you want to position yourself as a fun, engaging guide who's ready to contribute to the client's success? Will you be able to back up your proposed solutions with hard data? What would success look like for the client? Now is the best time to anticipate questions and concerns that may come up during the conference. As a result, you can outline effective ways to address each one. And if you find yourself hitting a wall, it may be a good idea to bounce your ideas off your coach. You could even do a "practice run" ahead of time. Who Should Use "Look Back" Exercises? The short answer? Anyone who wants to be a change agent and create high-impact meetings. Of course, in the sales world this definitely includes team managers who want to achieve optimal outcomes from their meetings. It also includes customer-facing reps who want to take advantage of each interaction with prospects to help them progress through the sales funnel. "Look back" exercises can be performed on an individual basis, or as a group. In either scenario, they are great ways to create intentionality by focusing on the desired outcome, and then mapping back to the present to start taking the required steps. It can be all too easy to go through professional life hopeful of positive outcomes. However, we're often unsure of how to influence them. "Look back" exercises are invaluable because they cut through much of the uncertainty. Use a "look back" in preparation for your next meeting. As a result, you're proactively thinking about what you can do in the present moment to make the future moment a success. In other words: You're doing more than just predicting the future. You're creating it. And when it comes to improving sales performance, either individually or as a team, it's hard to top that! If you'd like more insights on how you can improve your sales leadership, contact us. Or sign up for our newsletter for more valuable resources.  Your Sales Foundations define the core elements of your business. As their name suggests, they're the fundamental structure on which your sales and marketing efforts are built. Without strong foundational messaging in place, it will be extremely difficult to maintain a coherent narrative with your prospects, leads, and clients - and that inconsistency could cost you their business.
Of course, even if your Sales Foundations are already well-established, it's important to make sure that your team members understand and are in agreement with them. If you're a sales manager, you play a crucial role in promoting this type of alignment. One practical step that you can take in that direction is to host a 30-minute workshop during your next sales meeting. The ultimate objective of the workshop is to make sure everyone is aligned with your company's foundational messaging, and has at least a high-level grasp of how to use it when interacting with leads and clients. How To Lead the Workshop In simple terms, establishing your foundational messaging is all about asking and answering the right questions. With that in mind, have your sales team come into the meeting with their individual answers to these key questions:
As the sales manager, your job is to facilitate discussion, and promote alignment and agreement with your entire team. Get out the whiteboard. Go down the list of questions. Point out commonalities and differences with each answer that's given. By the end of the discussion, your team should have a consensus on these vital questions (e.g., whether your company creates value through its competitive pricing or its high quality of service, and so forth). In addition, invite marketing to the meeting as observers. This helps them understand where sales is coming from. In turn, they can take that knowledge back to their department. When marketing and sales are aligned towards the same basic messaging, it makes the entire customer's journey much more seamless, especially during transitions from one stage of the sales/marketing funnel to the next. What if there isn't alignment at the start of the workshop? Well, this is a golden opportunity to jump-start the alignment process. In fact, you may even uncover valuable insights about your company as team members share differing viewpoints. The Goal: Focused and Clear Messaging In the final analysis, focused and clear messaging ultimately serves the customer by taking friction out of the sales funnel. How? It keeps your team on the same page and presents a consistent narrative to your consumer base. Ultimately, it all starts with the establishment of your foundational messaging. Take 30 minutes out of your day to make sure everyone is in agreement with that messaging. It’s worth it! If you'd like more insights on how you can improve your sales leadership, contact us. Or sign up for our newsletter for more valuable resources.  Positioning yourself as a thought leader is a great way to enhance your company's reputation, and develop your personal brand at the same time. It's been said that good executives are nice to have, but thought leaders are indispensable. The fact is, when a prospect looks to you as the voice of authority in your field, you're already one step ahead of the competition in terms of closing a sale.
The big question is: How exactly can you build your reputation as a thought leader? It certainly doesn't happen overnight. However, there are actionable steps you can take - steps that are completely within your control - to start laying the foundation of your thought leadership credentials. Let's discuss six of them below. 1. Start Creating Content The first and most important step you can take on the path to becoming a thought leader is, well, to simply get started! Start creating content that showcases your subject matter expertise. This could be something as simple as writing a short blog post or posting a 30-second video to your website. Whatever the case may be, the key is to get the car moving. It will pick up momentum with time and practice. 2. Write a Book For many thought leaders, this is the logical outcome of step #1. Granted, it will take time and effort to write a full book in which you share your insights and experiences within the sales industry. However, writing (and ultimately publishing) a book with your name on it will work wonders for your reputation as a thought leader. It should also be noted in passing that, even if writing is not your strong suit, there are plenty of resources available that can help you crystallize your thoughts and transform them into words on the page. For instance, you can research your options in terms of hiring a ghostwriter to facilitate the process. Whatever the case may be, don't shy away from considering this form of thought leadership as a real possibility. It's been said that every person on earth has at least one good book in them. So why not get to work on yours? 3. Be Consistent in Messaging and Distribution When you're building a reputation as a thought leader, consistency is vital on two major fronts: your messaging and your distribution cadence. When it comes to messaging, you may have to do some soul-searching to discover what the core of your message actually is. You may need to answer questions such as:
In addition to consistency around your messaging, it's also important to be consistent in when and where you deliver content to your audience (aka, your "distribution cadence"). Stick to a posting schedule that's reasonable for you. Make sure that you are able to keep up with all of your major posting platforms. This includes your website, social media accounts, and any other sites where you regularly contribute. Remember: consistency is very often synonymous with professionalism. And in order to be viewed as a thought leader, you must be viewed as a professional. 4. Be Detailed, but Accessible Creating content that's full of generalities won't help anyone. However, offering specific insights will help your audience to apply what they've learned in real-world scenarios. That's what you want to become known for: your willingness to bring people "behind the scenes." Show them what works and what doesn't work. In fact, you can even relate your own experiences as supporting proof for your conclusions. When it comes to details, though, there is a balancing act you must maintain. Your objective is to educate and benefit your audience. It's not to dazzle them with high-sounding language that they can't understand or apply. With that in mind, make sure you use simple, accessible language in your thought leadership content. In fact, consider developing easy-to-navigate, step-by-step guides for your readers/viewers. The truth is, if you can explain a complicated concept simply and accurately, then people will recognize you as someone who's mastered their craft. Or in other words: a thought leader. 5. Look for the Thought Leadership Gaps in Your Industry Put another way: answer the questions that no one else is answering. It's not just about spreading ideas and insights that you've already formulated. Instead, be willing to search through industry-specific content (even from your competitors). Find those gaps where customers are asking questions, but they're not receiving any answers. If you can position yourself as the person/company that provides a satisfying answer, then you've gone a long way toward solidifying your reputation as a thought leader. 6. Spread Your Message as Widely as Possible Successful thought leadership isn't just about the knowledge you have on a certain subject, or how valuable your insights actually are. It's also about how widespread your message is, and how much exposure you receive. Think of it like a song on the radio. No matter how pretty the song is, it won't do anyone any good if they can't hear it. So how can you "turn up the volume" on your message? For one thing, make sure you post content on as many platforms as possible. That means expanding out from your core platforms to new, even unfamiliar forums. (For example, posting on TikTok or joining a podcast.) Your consumers should be able to see you answering their questions via several channels, not just one or two. In addition, keep looking for ways to expand your professional network. If you know the right people, and gain access to the right platforms, then you'll be able to spread your influence across a wide range of customer segments. In summary, it may take some time to establish a firm reputation as a thought leader. But you absolutely can do so. It's within your control. The ball is in your court. Invest some time and effort into becoming a thought leader. As a result, you can expect your company, your team, and even yourself personally to experience the associated benefits. If you'd like more insights on how you can improve your sales leadership, contact us. Or sign up for our newsletter for more valuable resources.  A solid sales pipeline is a key component for any successful business. Of course, one of the key objectives for a new business or startup is to build that pipeline and fill it with leads. In most cases, that means you'll need to hire a new sales rep — mainly because you won't be able to handle all the sales duties on your own!
Still, you may wonder: "Can I really afford to hire a new salesperson? How will I maintain my profitability with that added expense? Why should I bring another team member into the fold?" Let's discuss the answers to these questions in the information below. Why Some Hesitate to Hire a New Salesperson The decision whether to hire a new sales rep often presents a challenge for small business owners and entrepreneurs. On the one hand, you absolutely need sales reps to bring in more revenue. On the other hand, you need revenue to pay your sales reps' wages. The whole thing has a hint of the "chicken or the egg" dilemma about it. With that in mind, it's understandable why some business owners would hesitate to hire a salesperson to help grow their revenue stream. They may feel that, at the moment, they simply don't have the revenue stream to cover the expenses associated with a new hire: salary, insurance, training, equipment, etc. Granted, it is important to have enough money in the bank to cover the cost of a new hire (between 6 months to a year's worth of salary is recommended). However, this is a key point to remember: At the start, building up your sales force is a balance sheet spend, not an income statement expense. Simply put, it's important to think of a new hire as an investment that will yield returns several months in the future. If you have enough available cash to make the hire, then you should consider doing so right away. Watch this short clip from an interview I did on this topic with Don Myers, Master Chair at Vistage Worldwide. How to Hire the Right Sales Rep Even if you have plenty of overhead to work with, this is the million-dollar question: How Can you find the right sales rep for the position? Here are seven tips that can help: 1. Look for a candidate who will fit your culture. This is especially important for small businesses and startups, since your culture may encompass only a handful of people at the moment. If you introduce a "disruptive force" into the equation early on, it could derail the efforts of your entire team. True, credentials are important. However, you want someone who will not only "play nice with others," but also shares the same core values and sensibilities that your company has. 2. Determine their level of knowledge in your industry. If the candidate already has a robust understanding of your industry, then there will be less of a learning curve for them as they adapt to your sales process. On the other hand, someone with zero experience in your industry will need that much more training. (Think of a sales rep who spent years in the automotive industry switching over to a marketing role for health and beauty products.) It's important to note that a good candidate may not need a background in sales, specifically. For example, they may have experience in fields like business development or marketing. The main thing is that they understand your product, and can sell it in a way that makes sense to them. 3. Find someone who's willing to work hard. This goes without saying, but any sales position involves a lot of hard work, perseverance, and resilience. Even though working with a small business or startup often contains an element of excitement, you'll want a salesperson who's willing to get down in the trenches and deal with the "daily grind" of reaching out to and qualifying prospects. 4. Look for a candidate who really enjoy sales. Any decent sales rep needs to be a "self-starter" when it comes to making just one more call, sending just one more email, and reaching out to just one more prospect. Reps who aren't natural-born salespeople can do it, with effort (and some coaching). However, in the earlier stages of your venture you'll want someone who really loves the thrill of selling to others, and thrives as a communicator. 5. Discern the candidate's level of confidence. Confidence is key to being a successful salesperson. After all, if you can't convey absolute belief in the benefits of your product, how can you persuade others to believe in it? In addition, sales reps have to wade through a lot of "no's" before they get to that "yes" they're looking for. A top-performing sales rep will maintain their self-confidence despite the number of rejections they have to face on a daily basis. Bottom line? If you're serious about capturing more leads and growing your revenue stream, then you need someone with a healthy amount of confidence — in themselves, and in the product. 6. Seek out a candidate who's willing to learn and adapt. Every new business will have its hiccups and growing pains. Your new salesperson will have to be adaptable, and willing to learn (and re-learn) their duties as the company grows and expands. It only makes sense that the ideal candidate would be ready and willing to roll with the punches, and keep moving forward. 7. Look for someone with a proven track record. The sales industry is tough, and there's no guarantee of success on any given day. For that reason, you'll want to bring someone with a proven track record of success onboard — either in sales, marketing, or a related field. Success breeds success, and you want to surround yourself with salespeople who have what it takes to move the needle. In Summary In summary, if you view your new sales hire as a necessary investment for future growth, and find the right person for the job, then you'll almost certainly start seeing good results within a year or less. At the end of the day, your sales performance will be better than ever, and you'll bring in more revenue than you did before. Who could ask for more? If you'd like more insights on how you can improve your sales leadership, contact us. Or sign up for our newsletter for more valuable resources.  Two of the most important elements of effective sales are (1) understanding your clients, and (2) offering a solution that meets their needs. After all, if you don't know who your end users are or what they need, how will you possibly convince them to buy from you? The process of getting to know your target customers and adapting your offerings to their pain points and goals dovetails nicely with the concept of ideation. Let's talk about what we mean by that term, and how it can help your team to improve their sales performance. What is Ideation? One definition of ideation is "the process of developing and conveying prescriptive ideas to others, typically in a business setting. It describes the sequence of thoughts, from the original concept to implementation." In plain English, ideation is the process of developing and implementing ideas. Ideation is a big deal because employees and leaders that are 100 percent focused on going through the motions of their job will miss opportunities to improve their products, services, or strategies. It takes time and effort to temporarily step away from the routine tasks of your job and meditate on new concepts. However, the rewards of ideation are well worth the investment. Just ask Beethoven, Einstein, and other geniuses of art and science who produced masterpieces through hours of deep thought. (But don't worry. You don't have to be the next Einstein to think up a great idea!) Examples of Ideation
There are several examples of ideation at work in the corporate world. Steve Jobs may immediately spring to mind. His innovative approach to consumer electronics was the result, in part, of focused meditation on what customers wanted, and how Apple's products could fill those needs. Google is another example (at least in its early days). At one point, the company encouraged employees to spend up to one-fifth (20 percent) of their time at work meditating on new ideas that intrigued them, and could eventually become solutions to real-world problems. Even toothpaste companies have taken advantage of ideation as a business strategy. For instance, back in the 80's the team at Unilever had to brainstorm ways to compete with the two "toothpaste giants," Colgate and Crest. The solution? The world's first baking soda and peroxide toothpaste, Mentadent, which sold very well as a "specialized" product. The point is, incorporating ideation into your business plan makes good sense, and can open doors for your team that you would never have known about otherwise. So now the question is: How does ideation specifically relate to the sales process? Integrating Ideation into the Sales Process If you really want to help your clients meet their business objectives, then it's important to lead them through the ideation process. This means taking them through two important steps: discovery and ideation. 1. Discovery In the first phase of the ideation process, you want to learn everything you possibly can about the client. Many companies will ask: "What's the main problem the client is facing?" and stop there. While that is a key question you need to answer, you have to go deeper than that. For one thing, you want to divide that question into two parts. What challenge is the company facing? And what challenge is the individual (or team) facing? It's important to delve into both of these factors. Even if you have a "big picture" solution in your back pocket, it may not resonate with your client until they understand how it will affect them and their team personally. Ask the "magic wand" question. In other words: "If you could wave a magic wand and instantly solve all of your business problems, what would that reality look like?" And this is key: listen to their answer. (It's amazing how much of effective sales is listening to the client, versus talking to them.) When you're in the discovery phase, come armed with basic questions like:
This process of discovery is critical. You'll not only understand exactly where your client is coming from, but the answers to these questions will also set you up for step #2: ideation. 2. Ideation In the ideation phase, your main objective is to throw as many ideas as you can into the hat. In order to do that, you want to bring together as many stakeholders as you possibly can. This includes everyone from your original discovery session, plus any domain experts, the client's production team (if applicable), and so forth. Think of it as a mass brainstorming session with a clear focus. Once everyone has assembled, draw a 2x2 matrix on the whiteboard. Mark your first column "individual;" your second column "company;" your first row "problems;" and your second row "solutions." Start with the problems row. List out all the challenges and pain points that you identified in the discovery phase, both for individuals and for the company as a whole. (And remember, discussing individual challenges is a huge difference-maker throughout the entire process). Ask your audience if you missed any questions or pain points in the original discovery session. If they come up with any, write those down for future reference. Next comes the fun part: brainstorming solutions to the client's problems. It's okay if your team comes up with ideas that are completely nuts! The point of this exercise is to explore all the options and opportunities that are open to your client, and think about ways to implement the best solutions. At the end of this process, you need to make sure that there's follow-through in two key areas:
The entire ideation process can take anywhere from half an hour to a full day. But if you take the time to go through it, your team may come up with some truly amazing solutions. And your sales performance will improve as a result. If you'd like more insights on how you can improve your sales leadership, contact us or sign up for our newsletter for more valuable resources.  When building a house, it's absolutely vital that your foundation is rock-solid — but in order to lay a rock-solid foundation, you have to dig deep. It's similar with your sales team. Your Sales Foundations define the core elements of your business. But if you want everyone on your team to have a clear idea of who you are, and what you stand for, you'll have to lead your team in some "digging exercises."
When laying your sales foundations, there are five key questions you need to answer. Or rather, five questions that you and your team need to answer together. Let's talk about them one by one, and see how you can get everyone on the same page. 1. What Problems Do You Solve? This usually isn't a difficult question to answer. But you need to make sure that there's alignment on this point before moving on to the next sales foundation question. Every company is in existence to solve a problem or fill a need. Which customer needs does your company fill? You could start the discussion by asking questions like:
Ask your team members to provide as many answers as they can. Then, compile those answers into a bulleted list. After that, organize the answers under different "umbrella" categories. For example, if you run an SaaS company, you may be able to segment the problems you solve into three areas:
2. What is Your Value Proposition? Every time you solve a problem, or fill a need, you also create value. Your value proposition is a clear statement of the value you can bring to the table when customers do business with you. In fact, as far as your customers are concerned, your value proposition represents the most important part of your company. Ask each member of your Improvement Team what they feel the company's value proposition is. Then, have them define any ambiguous terms that come up along the way. If there's any misalignment on the value proposition, keep digging until a consensus has been reached. Finally, suggest two brief summaries of your value proposition: one that's 25 words long, and another that's 100 words. The 25-word version should encapsulate your value proposition in a way that any salesperson can internalize and repeat to customers. The 100-word version should serve as the basis for just about all of your marketing messages moving forward. 3. What are Your Key Differentiators? It's true that there may be a hundred companies in your industry that basically provide the same product or service that you do. But none of them do it exactly like your company does. So the question is: What makes you unique? And then the million-dollar follow-up question should be: Why would someone buy from you instead of one of your competitors? You may need to start the discussion with your Improvement Team by asking: Why have customers bought from us in the past? Whatever answers you get, make sure that you're especially careful with your terminology here. For instance, one salesperson may consider a product "great" because it's extremely reliable. Whereas another sales rep looks at the same product and calls it "okay" because it's not cutting-edge. 4. What are Your Offerings? Now we're getting into the weeds a bit (but just a bit!) Your offerings are the specific products and services that your company provides to customers. They're the how of your value proposition. By asking this question, you don't want your team members to just list off the different offerings your company has. Instead, you want to connect those offerings to the needs, wants, and interests of your customers. As an example, think of a seafood restaurant. Imagine that the restaurant only offers flounder to its patrons. But most of them want shrimp. Even if it's the finest flounder in town, the restaurant's offerings don't match the preferences of its customers. In the same way, it's important to periodically revisit your offerings to make sure they really align with the needs and wants of your customers. You can use this three-step process to get some clarity and alignment on your offerings:
5. What Experience Can You Promise and Deliver to Customers? As the final "building block" for your Sales Foundations, you need to move beyond the "X's and O's" of concrete problem-solving and enter the realm of human interaction. Your customer experience promise defines the kind of experiences you want to create for your customers. In other words, how you want them to feel before, during, and after an interaction with your brand. Have your team members generate a list of keywords and phrases that they feel would best represent that "ideal experience" for the customer. Once you've compiled that list, whittle it down until you arrive at the top three or four concepts that everyone agrees most closely match your company, and are most integral to the value you deliver. Your Sales Foundations and Foundational Messaging Once you and your Improvement Team answer these five key questions, you'll be able to use them to shape your company's foundational messagin. In other words, the narrative that each sales rep should walk a customer through (in whole or in part) as they consider whether to buy from your brand. A coherent foundational message will sift out prospects from your pipeline who aren't really a good fit. They help your team to win over those leads that will yield the highest value. The bottom line? When your team knows who they are as a company, they'll be able to stay on message, deliver a consistent experience, and ultimately improve their performance. That's the power of rock-solid Sales Foundations. If you'd like more insights on how you can improve your sales leadership, contact us or sign up for our newsletter for more valuable resources. |
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