Managers must achieve 3 criteria:

  • Meet the sales revenue numbers
  • Accurately forecast sales
  • Develop & coach individual sellers

Performance Management Training

There is usually one job that has a greater influence on performance than any other. They call this the pivotal

job. By influencing how the pivotal job is performed, it is possible to have a real impact on the performance of the

whole function. Conversely, if you do not influence the performance of the pivotal jobholder, then your chance of

improving overall organisational performance is slight.” McKinsey & Company

In sales, the pivotal jobholder is the sales manager

The sales manager needs to achieve three success criteria: Meet the revenue numbers, forecast sales revenues accurately, coach and develop the sales team. The company executive expects sales management to be in full control of the business and this can be tested in the accuracy of the sales forecasts.

Managers will be trained to:

Make the revenue numbers.

  • Calculate the unique milestones for each seller to achieve their sales targets.
  • Motivate sellers through the understanding of intrinsic and extrinsic motivation.
  • Taught when to invoke disciplinary action.
  • Sales forecasting (velocity): Managers are trained to validate the forecasted revenue numbers via a process weighing, according to the positioning in the sales process.
  • Sales forecasting (velocity) Long term. Managers are also introduced to a formula that makes provision to forecast sales past the current period. Forecasting to the end of the year, for example, will indicate if a shortfall is anticipated. This can then drive immediate counter-strategies, doing away with a mad scramble at year-end.
  • To use pipeline reports like financial managers use financial reports, to diagnose the health of their business. Inaccurate sales forecasts are a sign that sales managers have lost control of their environment. The setting up of a pipeline system, born out of the company sales process, will ensure a scientific approach, rather than relying on the seller ‘gut feel’

Accurate sales forecasting

  • Sales forecasting (quality): Managers are trained to evaluate the quality of the prospects based on a prospect qualification and disqualification scorecard. Early disqualification of poor fit prospects reduces pipeline bloating and allows sellers to source and focus on more appropriate clients.
  • Sales forecasting (quality): Managers are trained to evaluate the closing probability rating of prospects, the ensuing reality in the revenue numbers.

Coach and develop individual sellers.

  • Coach via seller skill analysis. All too often, managers only use efficiency metrics (no. of calls, no. of quotes, revenue no. etc.) to evaluate performance. There is insufficient intelligence in these numbers to tell what a seller is doing right or wrong. Management are trained to uncover the root cause of seller failure and then to define the corrective action in a 1:1 meeting, improving expertise one seller at a time.