Focus Sets You Apart

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The number one reason why top-performing sales reps leave an organization is their relationship – or the lack of one – with their manager.
Great frontline sales managers do a far better job retaining top-performing salespeople.

Sales managers need to ask themselves the following questions:
Are you convinced that you are the key to unlocking the performance of your teams?
Do you know what great sales managers do differently?
What do great sales managers have in common? What are the factors that make them more successful than their competitive peers?
Great sales managers focus more on key activities that drive sales performance.
They are strong coaches and spend more time coaching their reps to improve performance. Great coaches also focus on one key area at a time, e.g. skill, competency or behavior, for each of their salespeople.

They maintain that focus on a specific skill until there is a marked improvement. Not until the sales rep demonstrates an 8 or 9 out of 10 in that specific competency will the sales manager shift the coaching focus to a new area.

Without a doubt, great sales managers spend more chinese overseas british database time coaching than their counterparts for two reasons.
First, they realize they get their biggest ROI on time spent when coaching and second, they are good at it. Sales managers who are effective coaches and enjoy seeing their reps develop will naturally spend more time coaching.

And the evidence supports the fact that sales reps who receive more coaching achieve higher levels of engagement and realize better sales quotas than their counterparts who receive less coaching.

Managers who want to be successful leaders should understand that the quantity and quality of coaching will have a major impact on their sales results.