Sales teams play a critical role in the success of any business, but for many small and medium-sized businesses (SMBs), achieving high sales performance can be a daunting task.
In this blog post, we will explore the underlying factors that contribute to under-performing sales teams in SMBs and present strategies to overcome these challenges.
Rather than solely focusing on recruiting top-tier salespeople, we will emphasize the significance of implementing effective systems, processes, and coaching to drive overall sales team performance.
1. Talent Limitations
One of the primary hurdles faced by SMBs is the inability to afford top-tier sales talent. Unlike larger corporations, which have the resources to attract and retain exceptional sales professionals, SMBs often have to work with B-level and C-level players. While these individuals may not possess the same level of expertise, it is essential to create an environment where they can thrive and contribute to the success of the sales team.
2. Tailoring Strategies for Success
Instead of heavily investing in traditional sales training programs, which may not yield significant results for C-level salespeople, SMBs can focus on creating a system that works for their existing team. By developing a proven and repeatable sales process that aligns with the company's values and goals, every salesperson, regardless of their skill level, can improve their performance. This approach allows SMBs to leverage their resources effectively and ensures that no potential is left untapped.
3. Enhancing Efficiency through Technology
Investing in workflow improvement, automation, and leveraging Customer Relationship Management (CRM) tools can significantly benefit both the company and the sales team. By streamlining processes and eliminating manual tasks, SMBs can enhance productivity and allocate more time for sales activities. Moreover, these technological advancements come at a fraction of the cost of hiring a top-performing salesperson, making them a cost-effective solution.
4. Accountability and Coaching
To drive high performance within the sales team, SMBs should establish a culture of accountability. By setting clear expectations, defining measurable goals, and implementing performance metrics, sales representatives are motivated to excel and achieve their targets. Additionally, providing one-on-one coaching sessions can further enhance their skills, address individual challenges, and foster continuous improvement.
While SMBs may face unique challenges in building high-performing sales teams, it is possible to overcome these obstacles by focusing on effective systems, processes, and coaching. By tailoring strategies to accommodate the available talent pool, implementing efficient technologies, and fostering a culture of accountability and support, SMBs can unlock the full potential of their sales teams. With dedication and the right approach, SMBs can achieve remarkable sales.
The Sources of Fragility in Sales Organizations
SMB and Middle-Market Sales organizations face numerous challenges that can make them fragile and susceptible to negative outcomes. This article explores the sources of fragility in sales organizations:
Understanding Fragility:
According to the Oxford English Dictionary, fragility refers to being easily broken, damaged, or destroyed. In sales, being fragile means lacking resilience and being unable to adapt to changing circumstances. To thrive in the current environment, sales organizations need to become anti-fragile, gaining from negative events that may harm their competitors.
Sources of Fragility:
1. Lack of sales effectiveness: Poor win rates and an inability to win deals indicate a lack of sales effectiveness. Without effective sales strategies and approaches, organizations become increasingly fragile.
2. Too-high pipeline quotas: Excessive pipeline quotas suggest a lack of confidence in the team's ability to close deals. Relying on a high volume of opportunities to compensate for low win rates leads to fragility.
3. False deals in the pipeline: Allowing salespeople to add deals to the pipeline after only one meeting creates a false sense of opportunity. Without the necessary momentum, these deals increase fragility and set the organization up for failure.
4. Outdated sales approaches: Traditional sales approaches that fail to deliver value and provide a poor sales experience contribute to fragility. Sales reps need to adopt modern approaches that position them as trusted advisors rather than pushy salespeople.
5. Inability to create value: Sales conversations that lack value for the client make it difficult to compete with more effective salespeople. Failing to deliver anything valuable increases the likelihood of losing deals to competitors.
6. Poor sales culture: A negative sales culture leads to high turnover and deteriorating performance. Fragile sales forces are often a result of a poor sales culture that fails to motivate and support the team.
7. Lack of accountability: While autonomy is beneficial, B2B sales require accountability. When sales reps fail to do the right work in the right way at the right time, it exposes the organization to volatility and fragility.
8. Poor prioritization: Distractions and busywork can steal sales reps' focus and make them less robust or anti-fragile. Sales forces must prioritize spending time with clients and avoid getting caught up in trivial tasks.
9. False promise of technology and efficiency: Overreliance on technology without focusing on client relationships and value creation can make organizations fragile. Technology should serve as a tool rather than dictating the sales process.
10. Lack of training and development: Sales organizations that neglect training and development create a source of fragility. Investing in continuous learning and skill development is crucial for staying competitive.
11. Inability to lead the client: Sales forces that fail to lead their clients face challenges in building consensus and gaining access to decision-makers. This lack of leadership increases fragility and exposes the organization to negative outcomes.
Understanding the sources of fragility is essential for sales leaders and managers to assess their organization's vulnerabilities. By addressing these sources and implementing necessary changes, organizations can become more resilient, anti-fragile, and better equipped to achieve their sales targets and generate net new revenue. Sales success requires adapting to change, embracing effective strategies, and providing value to clients.
Matt Slonaker
Founder & CEO of M. Allen
(M) 972.740.4300
(E)mslonaker@mattallendevelopment.com
(W) www.mattallendevelopment.com
