by Townsend Wardlaw This morning I had a really great breakfast with a long time friend and client who, over the past couple of years, has really refined his sales process and infrastructure. This refinement extended to the management of his sales team, and we talked at length about some of the challenges he has had ‘moving the needle’ in the organization to drive changes and make things better.
The primary thing that has changed in the sales management process over the past couple of years that has helped the organization is that it has moved from a very reactive perspective to a much more proactive one. Previously, they would arrive at the end of the year, tally up the numbers, and then see how good (or bad) things had gone. The problem with that approach, of course, is that there’s not much you can do about the past.
With some time and investment, they were able to look back at the end of each quarter (rather than the end of each year) and see how well or poorly things were going to make appropriate course corrections. While this gave them the ability to influence results throughout the year, it only provided a few windows to react to market forces. Eventually they evolved from quarterly reviews to an ability to look backward at the end of each month to see what had worked, what had not, and decide what to do about it. Of course this was better but they were still navigating the organization like driving a car by looking out the rear view mirror.
Read the full article at townsendwardlaw.com