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sales-management

sales-management 5 min read Free

Sales Management Series #10: The Sales Management Audit

The best sales managers do not wait until the quarter ends to find out if the system is working. They audit the system continuously and fix what is broken before it produces a bad quarter. This audit covers the management operating layers that most directly affect execution: cadence, pipeline creation,
sales-management 4 min read Free

Sales Management Series #9: Coaching Is a System, Not a Personality Trait

Good sales managers are not born with a gift for coaching. They build a repeatable system that surfaces rep behavior, diagnoses skill gaps, practices alternatives, and follows up to see if behavior changed. Bad sales managers believe they are coaching when they give advice. They listen to a call, identify
sales-management 4 min read Free

Sales Management Series #8: Territory and Account Coverage: Where Manager Decisions Meet Revenue

Territory design is usually a shared executive, RevOps, and sales leadership decision. Account coverage is a frontline manager responsibility. Most companies blur the distinction: RevOps creates the map, reps choose their favorites, and no manager actively governs where effort goes. This is a mistake. Territory strategy determines which accounts should
sales-management 4 min read Free

Sales Management Series #7: Deal Reviews That Actually Change Deals

Most deal reviews are theater. The rep walks through the opportunity. The manager asks a few questions. The manager makes a suggestion. The meeting ends. Nothing changes. A useful deal review is different. It identifies a specific problem, produces a specific action, assigns that action to a specific person, and
sales-management 4 min read Free

Sales Management Series #6: Forecast Discipline Starts With Manager Judgment

Forecasting fails at the manager level. Not at the rep level. A rep puts a deal in commit because they are optimistic. The manager rolls it up to leadership without challenge. Leadership uses the number for capacity planning, hiring, and financial commitment. The quarter closes 35% short. The post-mortem says
sales-management 4 min read Free

Sales Management Series #5: Pipeline Quality Beats Pipeline Volume

A pipeline full of weak opportunities is worse than a smaller pipeline full of strong ones. Weak pipeline creates four problems. It generates false confidence in forecast calls. It consumes rep time on deals that will not close. It forces end-of-quarter scrambling when the weak pipeline is exposed. And it
sales-management 4 min read Free

Sales Management Series #4: Pipeline Creation Is Different From Pipeline Inspection

Most sales managers are inspectors. They look at what already exists in the pipeline, update CRM fields, run deal reviews on existing opportunities, and try to push deals across the finish line. By the time they see the pipeline, the quarter's shape was determined weeks earlier. The work
sales-management 4 min read Free

Sales Management Series #3: The Sales Manager Operating Cadence

A sales team without a manager cadence is a group of individuals with individual priorities. The cadence is what turns them into a coordinated execution unit. Cadence is not a meeting schedule. Cadence is a recurring set of decisions that the manager runs on a defined schedule, with defined preparation,
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