The Center for Sales Strategy Blog

This season on Improving Sales Performance, we’re analyzing the findings from our latest Media Sales Report. With data collected from surveys conducted in Q4 of last year, the responses from sales managers and salespeople alike will help us chart a solid path forward through the media sales landscape.     

In each episode, Matt will be joined by a rolling roster of outstanding experts from our team here at The Center for Sales Strategy.   
 
Here, Matt is breaking down the Learning & Development Section of the Media Sales Report with VP/Senior Consultant, Emily Estey  
 
Emily has such excellent takeaways on some top questions that arise from the report, like: 

• What advice would you give to sales managers leading salespeople who aren't receiving trainings frequently (on a weekly or monthly basis)?   
• How can sales managers have meaningful conversations with their sellers on a consistent basis? 
• What would you say to managers trying to engage and inspire team members that are underperforming in their eyes?

Buyer-first mentality is simply defined as it’s a buyer’s world, and sellers are just living in it.

In the past, traditional sellers could easily come in and build a case because they were a superstar, had great product knowledge, and were able to support the buyer’s organization. In essence, they were selling what they could accomplish for the client without ever knowing anything about them.

Technically, those days are over now. Buyers expect you to know more about what their company is all about, what they do, and potentially what they’re trying to accomplish.

Do you ever wonder if you could be getting more out of your sales team? What if you could better understand their strengths and weaknesses and coach them to reach their full potential?

Understanding the talents of each person on your team and coaching to these talents allows you to grow the individual and the organization.

But how can you tell how a person is wired and what their natural talents are?

This season on Improving Sales Performance, we’re analyzing the findings from our latest Media Sales Report. With data collected from surveys conducted in Q4 of last year, the responses from sales managers and salespeople alike will help us chart a solid path forward through the media sales landscape.     

In each episode, Matt is joined by a rolling roster of outstanding experts from our team here at The Center for Sales Strategy.   
 
Here, Matt breaks down the Sales Department Section of the Media Sales Report with SVP/Senior Consultant Stephanie Downs and Senior Consultant Susan McCullin.  
 
Together, Stephanie and Susan give their insightful takes on some top questions that arise from the report, like: 

• Why does recruitment continue to be one of the hardest parts of a sales manager's job? 
• Why does the average size of sales teams seem to be shrinking? 
• With recruitment being a perpetual sore spot, how should sales managers maximize the performance of their small staff while also trying to find and hire new talent?

According to Fortune, 65% of US workers are looking for a new job. If you’re looking to fill a position, that sounds promising, right?

But wait — LinkedIn found that 76% of managers admit attracting the right candidates is their greatest challenge.

With so many workers looking for new jobs, why are managers still struggling to attract talent? The answer is recruitment.

Starting a new job can be nerve-wracking, especially in sales, where the pressure is on to deliver results from day one.

As a manager, it's your job to not only set your new hires up for success but also to ensure they are a good fit for your team and company culture.

While experience and skills are important, don't underestimate the power of raw talent — it's often the key ingredient to a successful salesperson. But once you've hired a talented newbie, how do you turn that potential into actual results?

There are many habits that successful salespeople share. Some of the most common ones include:

• Setting clear goals
• Time management
• Planning
• Persistence
• Communication skills
• Empathy 
• Adaptability
• Continuous learning

Here are more detailed explanations from our experts at The Center for Sales Strategy.

Everyone you manage is uniquely wired with differing drives, values, and motivation levels. If you take a moment to reflect on your team, you can probably identify those who only need a little spark from you to light their fire and motivate them, while others require you to gather kindling, get down on your hands and knees, and rub sticks together before they’re fully motivated with fire in their bellies.

One of the questions I love to ask salespeople is simply – what motivates you to get out of bed and go to work in the morning? I’ve collected a variety of answers over time. Below are some of the most frequent answers I’ve received, along with tips to help maximize each motivation.

During a recession, businesses must strategize their talent management to weather the economic downturn. 

Here are some of the best recession-ready recruitment tactics as it becomes harder to find talented people.