The sales organization must be geared up for the future and designed to perform its tasks effectively and generate growth in the areas in which the company chooses. It requires good sales leadership.
Skilled managers remove friction by injecting resources to continuously improve the systems and processes that will make everyday work smooth and efficient, or by removing obstacles.
As in other subjects, sales management is a discipline that needs to be learned. This applies to new managers who need the basic toolbox, and this applies to experienced managers who can benefit from the latest knowledge in specific fields or perhaps just are in need of a new energy because the auto pilot has taken over.In addition to ensuring the strategic direction with the necessary priorities in cooperation with marketing, product management and other relevant functions, tactical sales management is what fills the everyday life of most key people in sales management. At the tactical level, we are working to improve the elements of the performance model at functional, group and individual level:
Continuous improvement takes place continuously in everyday life, while at the same time we create special activities that speed up the development.
Management is about adding to a situation what it lacks. In addition, the sales organization must also put even more power on the strengths of the company, the team and the individuals.
But how is sales leadership development approached?
Leadership development must be closely linked to the company's strategic objectives and plans, because theyprovide a natural and meaningful coupling. By tailoring the development process to the company's situation and the requirements of the market, the process is both present and more measurable. Not only in relation to result targets, which most companies are adept at managing, but especially in relation to targets for standards of performance that define the path to performance creation.
It will often be a strong support for sales management that the management development process is coordinated with the development of the sales organization, so that both KAM, external sales and internal sales are lifted in a coordinated way at both the functional and individual level.
If it is unclear which themes the management development program should focus on, a 360-degree measurement followed by qualitative interviews with feedback to key sales management figures can provide great insight for both the company and the managers themselves.
Have a dialogue with Brandculture about, how a tailored development course within sales management can look in your company.