The Center for Sales Strategy Blog

Improving the performance of a sales team, or a specific seller on the team, is a top focus for any sales leader.

Often, we hear sales managers say they just need more activity or need to add more into pending, but the answer is rarely that simple. To know what is needed to improve performance, you need start by diagnosing where the problem is and what is causing the problem.

Simply said, you need to identify the bottlenecks in your sales process because adding more into pending doesn’t do you any good if your sellers aren’t closing what they propose.

Excuse me, while I pull out my "soapbox", I'm about to go on a rant!

Nothing irritates me more than when people confuse activity with productivity. We have created an environment where checking off our to-do list every day, attending meetings, and responding to emails means that you were productive.

That's just wrong. 

You were not productive. You were busy. Busy does not equal productivity.

How much time do your salespeople spend selling?

It’s been our observation that it’s probably less than you think. Data suggests that it's as little as 30% of their time. And when you talk to salespeople all the time, as we do, they confirm that. 

So, to get a bead on just how much time your salespeople actually spend selling, you should start with a definition of selling.

Some people are skilled at closing a sale. It's easy for them to build rapport with customers, gather information, pitch a product or service, and then close the sale. Others excel only in connecting with prospects and find it incredibly hard to present a product or close the sale.

Utilizing a sales process can help salespeople become better at what they do. In this article, we cover the basics of the sales process and teach you how to improve sales performance.

Our team coaches salespeople from markets across the country on tactical things they can do within their sales process to help them connect with a decision maker or decision influencer faster to grow their new business.

Many things can be done to accomplish this, but one that seems to be resonating with salespeople lately is identifying their target persona so they can clearly define WHO their target is and fine tune HOW they plan to approach a new business prospect.

This is not a new strategy, just one that is often overlooked.

For as long as there have been Customer Relationship Management (CRM) tools in existence, salespeople have been suspicious of management’s motive for insisting their sales teams use the software.

Sure, when everyone on the team is using a CRM, the sales manager’s job can be made easier, but what’s in it for the rank and file salespeople?

If you're a manager trying to get your salespeople on board with using a CRM, below are five reasons you can give them that convey what's in it for them.

Even your best sales reps aren’t immune to sales performance gaps.

There are common gaps like not following the sales process, poor listening skills, not properly preparing for calls, not identifying valid business reasons (VBR) early in the process… the list continues.

However, one of the most common sales performance gaps that you need to close in order to boost revenue is right at the very beginning of the sales process. Do you know what it is?

When it comes to the sales pipeline, a good rule of thumb is — having nothing in the top of your sales funnel today, means nothing to close in the future.

This means it is important to add prospects to a sales funnel, as well as ongoing engagement to move them through the funnel. Simply put,  just because a prospect enters the top of the sales funnel, it’s not guaranteed they’ll move to the middle of the funnel.

Increasing sales productivity and performance is a top challenge for any sales leader. One study even found that it surpasses the obstacles of recruiting, hiring, and onboarding.

Data suggests that salespeople spend as little as 23% of their time actually selling. In conjunction, the 2020 Media Sales Report found that nearly 1 out of every 3 (31%) of salespeople spend 20-25% of their time in discovery meetings.

Sales managers try various things to hit their targets: hiring more reps, reassigning territories, changing compensation plans… and more. Yet there’s one thing that most organizations have not tried, and when done correctly, you’ll see the growth and revenue performance you desire.

Only two jobs? Most sales managers will meet that headline with an eye-roll but stay with us.

Great sales leaders individualize their coaching while they manage a standardized sales process. The first job of a sales leader is relatively easy - the second takes more discipline. The two jobs sales managers have related to sales process are:

• Install a process that everyone on your team uses
• Keep the team focused on the process at all times