Coaching Salespeople to Crush Quota · Coaching Salespeople to Crush Quota Presented by : LISA...

Sales Force Productivity Conference ● 15-17 October 2018 ● Ritz-Carlton Atlanta ● © 2018 The Sales Management Association. All rights reserved.

Coaching Salespeople to Crush Quota

Presented by :

LISA DOYLE, Vantage Point Performance

2Sales Force Productivity Conference© Copyright 2018 The Sales Management Association. All rights reserved.

OUR PRESENTER

LISA DOYLE

Vice President of Client Engagement

Vantage Point Performance

© Vantage Point Performance, Inc. © 2018 Vantage Point Performance, Inc. All rights reserved

COACHING SALESPEOPLE TO CRUSH QUOTA

Lisa Sottosanti DoyleVP, Client Engagement

© Vantage Point Performance, Inc.

The Execution Challenge

Decreasing Percentage of Sellers Hitting Quota

Increasing Revenue Targets

52%

Sales Manager tenure success


AN EFFECTIVE SALES MANAGER CAN GENERATEAN EXTRA $3.5M*

BOTTOM 25% of managers fell short by 24%

TOP 25% of managers exceeded their target by 15%

* Source: Vantage Point Management Practices Study. Assumes a team of 9.1 sellers with quota of $1M each

Sales Managers Are the Key


Managers whose teams produce more revenue have more sellers at plan


76%

99%115%

0%

20%

40%

60%

80%

100%

120%

140%

Bottom 25% Middle 50% Top 25%

Reve

nue

Perfo

rman

ce to

Tar

get

Sales Manager Performance Level

47% 48%

65%

0%

10%

20%

30%

40%

50%

60%

70%


Reps

Ach

ievi

ng Q

uota

Sales Manager Performance Level


Managers who spend more hours coaching are more successful than their

peers


Not Coaching More

Coaching Differently

24.2

17.7

0

5

10

15

20

25

30

Bottom 75% Top 25%

Hou

rs

Avg Hours Spent Coaching


Highly effective sales coaches had 19% more

revenue production than their peers SEC 2005

So how do you become a “highly-effective” coach?


Compensation has the most influence on a sales person’s job satisfaction


Clarity of task is vital

Type of Coaching % of Variation in Quota Attainment Explained by Type of Coaching

Results 10Capabilities 2

Activities 24

The Sales Management Code ® 14© 2018 Vantage Point Performance. All Rights Reserved.

Revenue

Customer Satisfaction

Market Share

Ramp-Up Time

IT Investment

Training Type

Coaching

Account Plan Completion

Tool Usage

Segment of Customer

Call Volume

Call Type

Up or Cross-Selling

Number of AccountsTime Allocation

Quota Achievement

Share-of-Wallet

Process Usage

Training Investment

Skill LevelTerritory Coverage

New or Existing Customers

Call Outcomes

Customer Retention

Deal Size

Prospect Type

New or Existing Product

Pipeline Size

Can we manage this metric?

The Sales Management Code ® 15© 2018 Vantage Point Performance. All Rights Reserved.

Revenue

Customer Satisfaction

Market Share

Ramp-Up Time

IT Investment

Training Type

Coaching

Account Plan Completion

Tool Usage

Segment of Customer

Call Volume

Call Type

Up or Cross-Selling

Number of AccountsTime Allocation

Quota Achievement

Share-of-Wallet

Process Usage

Training Investment

Skill LevelTerritory Coverage

New or Existing CustomersCall Outcomes

Customer RetentionDeal Size

Prospect Type

New or Existing Product

Pipeline Size

The Fog Starts to Clear

R

O

A


E X E C U T E

R

O

A C

ALIGN

R


Our Research Approach

§ Inside/Outside/Hybrid§ Number of Accounts

per Rep§ Complexity of Sale

§ Years in Sales Management

§ Size of team

§ Territory Management § Account Management§ Opportunity Management§ Call Management

Sales Management

PracticesSales Person Performance

Sample Variables Tested:§ Nature of Interactions§ Time Spend§ Management Rigor§ Forecasting and Reporting

Critical Outcomes:§ % of reps on team attaining

quota (current year)§ % of reps on team attaining

quota (last year)

Manager Demographics

Sales Role Characteristics

Sales Processes in Place

• 1K+ managers• Cross-industry• Global


Coaching Formality

Low HighAd hoc As needed Scheduled


What will be discussed

How it will be discussed

When it will be discussed

Clarity on:

Formal Activity-Based Coaching Conversations


High-Impact Activities

R

O

A A A A A ASales ProcessesSales Roles


Territory Management Account Management

Deploy optimum levels of effort across various types of customers

and prospects

Acquire, retain and grow select accounts

Opportunity Management Call Management

Initiate, qualify, advance, and close multi-stage sales

Plan, conduct and document individual sales interactions

Finding Business

Winning Business


Your task:• Read QuietTech Sales role descriptions

• Which two Sales Processes are most critical for each role?

Sales Processes



Inputs OutputsAgenda

The “what” = the sales activity



Scheduled tasks

Documentation

Follow-up items

Outputs

Planning Documents

Reports & Notes

Inputs

Seller’s actions to date

Seller’s plan to move forward

Anticipated obstacles and mitigation ideas

Next steps

Agenda

SELLER INPUTS

MANAGER INPUTS

Examp

les

Examp

les

Examp

les


For your assigned sales process, identify coaching content:• Examples of inputs would you want • Agenda items you would likely include• Possible outcomes

Sales Processes





Clarity on:



Coaching Conversation ModelCoaching is equipping others to execute High-Impact Activities consistently well

Giving

Opening

Seeking

Closing

Set the Stage

Create Ownership

Share Information

Clarify Accountability


• What is the likely motivator of the buyer?

• What do you want to achieve in this call?

• What objections do you anticipate?• How does this opportunity compare

to others you have faced?• What questions will you ask?

• Have you created a call plan?• Are they more concerned with

price or innovation?• How soon do they plan on making

a decision?• How will you earn their business?• Why is our product a best

alternative?

Which List of Questions is Stronger?


Strong questions tend to be….• Broad / open-ended• Encourage analysis / second-level thought• Tie current experiences to previous one• Build off one another• Valuable both to seller and coach


How are strong coaching questions• Valuable to coaches (sales managers)?• Valuable to sellers?

Seeking





Clarity on:



Low performing managers schedule less frequent formal

conversations with their sellers


Inspection-Focused Interactions

0%

5%

10%

15%

20%

25%

30%

35%


Sche

dule

d Ti

me

for I

nspe

ctio

n Co

nver

satio

ns

0

1

2

3

4

5

6

7

8

9

Bottom 75% Top 25%H

ours

Spe

nt p

er M

onth

fo

reca

stin

g/Re

port

ing


Management Rhythm is the pattern of formal & informal

interactions that sales managers engage in to advance sales efforts


Your task:• Review Dan’s management rhythm• Discuss its potential merits and drawbacks • Prepare to share your analysis with the group

Dan’s Management Rhythm


Pros and cons?Recommended changes?How does this compare to your rhythm?


Finding your Rhythm

Sales Activity

Current Schedule

Team Composition

Selling Environment


• The most successful sales coaches coach fewer hours and spend less time in the field

• Less can be more• Do not over-engineer• Go deep, not broad• Talk less than the seller

• Structure is good• Having a repeatable coaching plan improves quality of

execution and lessens workload• Determine coaching plan by the sales process, but coach to the

activity• Hold yourself accountable to your coaching rhythm


If you were to spend more time on this topic what else would you want to know??

Q & A PLEASE BE SURE TO SPEAK INTO THE MICROPHONE. WE’RE RECORDING!

© Copyright 2018 The Sales Management Association. All rights reserved.40

LISA DOYLE

Vice President, Client Engagement

Vantage Point Performance

[email protected]/2EiGQD9

Coaching Salespeople to Crush Quota · Coaching Salespeople to Crush Quota Presented by : LISA...

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