“7 of 8 companies failed to achieve profitable growth, although more than

90% had detailed strategic plans.”- Harvard Business School (Bain Consulting Study )

IS IT POSSIBLE TO ASSUME THAT THE REAL CHALLENGE, AND HENCE THE REAL DIFFERENTIATOR,IS EXECUTION?

Because growth is not ONLY about how your organisation sells…

BUT FIRST AND FOREMOST, IT’S ABOUT

THE SYSTEM THROUGH WHICH YOUR SELLING RESOURCES ARE MAXIMISED

Sales Management

THE SALES MANAGER IS ULTIMATELY THE

CUSTODIAN OF THE SYSTEM THROUGH WHICH YOUR SELLING RESOURCES ARE MAXIMISED

10:1LEVERAGE

Investing in sales management unlocks other enablement investments

Three assumptions that underpin the workshop…

1. Sales Managers should do the job they are hired to do – first

2. Sales Managers must focus on what they can influence

3. Sales Managers must constantly make a trade-off of where to ‘spend their R10’

If you want to control the number, you have to control the deals.

If you want to control the deals you have to control the people.

If you want to control the people, you have to enable sales managers.

[ ]The success of a team is directly proportionate to the quality,

consistency, and accuracy of the management and coaching

conversations between a sales manager and their people.

[ ]Sales Management is the Hardest Job in the

World

Three assumptions underpin this workshop…

1. Sales Managers should do the job they are hired to do - first

2. Sales Managers must constantly make a trade-off of where to ‘spend their R10’

3. Sales Managers must focus on what they can control

[ ]Principle 01:Selling and Sales

Management are not the same job.

Salespeople have little to no experience managing people

[ ]Principle 02:Hindsight costs too much

and creates too much noise

[ ]Principle 03:Metrics, metrics

everywhere -what can we control

Metric Mountain

[ ]Principle 04:No all metrics are the

same

Holistic performance formula

This gives us the SNAP organising framework

[ ]Principle 05:Plan Quarterly, Manage

Daily

[ ]Principle 06:Micro Management

is Micro Management

The Management Pyramid

[ ]Principle 07:The manager is

responsible for the environment they create

Driving Accountability

Define Expectatio

n

Measure

Expectation

Give Feedback on

Expectation

Determine Consequence and

Incentive

Accountability Matrix

[ ]Principle 08:Consistency drives

results

The critical question isIF CONTROLING

YOUR NUMBER MEANS CONTROLLING

YOUR PEOPLE, WHEN IS A GOOD

TIME TO START?