 We’ve talked in previous articles about sales behaviors and the importance of measuring them. Now, let’s dive into the secret sauce of ratios.
Understanding sales behavior ratios can be a game changer for your sales strategy. By paying attention to these ratios, you can gain valuable sales management intelligence that can significantly impact your bottom line. Let's take a look at some examples of sales behavior ratios that are worth considering:
Understanding these ratios is crucial, as it allows you to identify what works best and where improvements are needed. By analyzing these ratios, you can gain valuable insights that can be used for sales coaching at an individual level. The better you get at analyzing these ratios, the better you'll be at predicting outcomes, both in the short and long term. By leveraging this sales management intelligence, you can fine-tune your sales strategy for improved performance and results. In conclusion, paying attention to sales behavior ratios and using them as a basis for sales coaching and strategy optimization can lead to significant improvements in your sales performance. It's all about the colons—to know what works best. ---------------------------------------------- Joseph Skursky has led sales teams to double (2X) and triple (3X) revenue in 7 months or less. His teams became more effective and efficient and made more commissions than ever in their careers. Contact him here to learn more about how he can help you and your sales team dominate your market space. No sales pitch, just brainstorming solutions for you.
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 In the previous article we discussed what some sales behaviors are and how to make the most of each behavior by determining a specific purpose prior to the action. The importance of behaviors is they are the essential thing we can control and because we can’t control outcomes. Today we’ll take it to the next level by measuring these actions.
In the world of sales management, the old adage "You can't manage what you don't measure" holds true and is more critical than ever. Measuring behaviors is the crucial second step toward creating stronger, more robust pipelines, enhancing sales intelligence, and ultimately achieving better results. When we measure behaviors, we gain insights into what drives our outcomes. This allows us to predict and influence those outcomes, giving us a powerful tool to guide our sales efforts. By focusing on individual behaviors, we can fine-tune our actions that lead to the desired results. Neglecting to measure behaviors can lead to inconsistent or unpredictable results, leaving sales teams to hit or miss their targets. This approach does not support the growth of B players into A players, as there is no clear understanding of what actions lead to success. We’ll address growing B players in a future article. Measuring at the individual level is an equalizer within the team, allowing for consistent results regardless of an individual's current performance level. This means that both B and A players can work from the same playbook and produce reliable outcomes, lifting the entire team to new heights of success. In conclusion, utilizing measurement as a management tool in sales is invaluable. It not only allows for a deeper understanding of the driving forces behind success but also provides a framework for consistent and sustainable growth. By measuring behaviors, we empower our teams to achieve their full potential and drive greater overall success. Next time we’ll go to a whole new level, which is what I call the “secret sauce” of sales measurements. ---------------------------------------------- Joseph Skursky has led sales teams to double (2X) and triple (3X) revenue in 7 months or less. His teams became more effective and efficient and made more commissions than ever in their careers. Contact him here to learn more about how he can help you and your sales team dominate your market space. No sales pitch, just brainstorming solutions for you.  Are you looking to boost sales performance in the upcoming quarters? Focusing on sales behaviors can have a significant impact on your success. While you can't control the outcomes, you have the power to influence your sales behaviors, such as dials, emails, networking, social media posts, tradeshows, and walk-ins.
Each contact should have a clear purpose, whether it's gathering information for the future, establishing rapport, or identifying decision-makers. One key to maximizing the effectiveness of these behaviors is understanding the purpose behind each one. A few examples are:
To make the most of each interaction, it's a great idea to encourage every sales rep to spend at least 2 minutes before each engagement determining the SPECIFIC purpose of their contact. This approach can enhance the connection and prevent interactions from feeling forced or "salesy." By understanding the purpose behind your sales behaviors, you can build stronger and more meaningful connections, which can ultimately lead to better outcomes in the long run. So, the next time sales reps engage with a potential customer, take a moment to consider their specific contact purpose – it could make all the difference. Let’s explore some potential purposes for sales behaviors:
Of course, these are all better done in real-time over the phone or in person. Here’s the quandary – how many of your customers have already done their homework and are looking for contact via email or text? So how should your sales reps deal with that? Here’s a thought – have them ask questions (and LISTEN) vs doing their “we’re great at this and here’s why you should buy from me” speech. Learn more about them – this is a conscious sales behavior. ---------------------------------------------- Joseph Skursky has led sales teams to double (2X) and triple (3X) revenue in 7 months or less. His teams became more effective and efficient and made more commissions than ever in their careers. Contact him here to learn more about how he can help you and your sales team dominate your market space. No sales pitch, just brainstorming solutions for you.  The second half of 2024 can hold abundant opportunities for success, and by carefully strategizing and implementing effective plans, you can ensure that it becomes your best-performing period yet.
However, there is a huge caution if you want to get it right: If you think you’ll start in September, you better hope that ALL of your competitors are thinking the same thing. July and August are the time to establish or redefine systems, processes, and mindsets that drive top-performing sales teams. If you’re asleep at the wheel, your competition will eat your lunch. How do you have your best 2nd half ever? We’ll keep it simple here with a high-level view and go deeper in future articles. One key factor to consider is measuring and managing sales behaviors. We can't dictate outcomes, however, we do have power over our behaviors. Whether it's through increasing dials, sending out more emails, networking, participating in trade shows, or posting regularly on social media, focusing on these controllable actions greatly impacts results. By measuring these behaviors and identifying the ratios between them, we can gain valuable insights that will guide our strategies. Additionally, monitoring the pipeline by implementing specific rules and assigning appropriate percentages to each step is essential for countering subjective optimism and ensuring that prospects are properly qualified. Another crucial aspect for success is to establish a clear sales process. Documenting this process ensures that sales representatives are aware of the necessary steps to take, leading to more effective and efficient outcomes. We’ll discuss this more in-depth in future articles, but for now, here are the primary keys to massive success with your sales team:
What are your sales goals for Q3/Q4 and beyond? And what systems, processes, and mindsets are you implementing to meet or beat those goals? ---------------------------------------------- Joseph Skursky has led sales teams to double (2X) and triple (3X) revenue in 7 months or less. His teams became more effective and efficient and made more commissions than ever in their careers. Contact him here to learn more about how he can help you and your sales team dominate your market space. No sales pitch, just brainstorming solutions for you.  Can they do the job?
It certainly seems like a simple question, almost a no-brainer, right? Yet I wonder how often this question is deliberately answered.  We’re all familiar with the typical job descriptions – things like, “must have college degree, 8-10 years experience, knowledge of MS Office, etc.” But are these job descriptions driving away the very candidates we’re hoping to attract?
What is it that seems to thwart our effort to attract the brightest and best?  Overdrive. The term actually sounds like a lot of work, but in reality, it’s operating efficiently at a high level.
Definition: a state of heightened activity (or concentration) especially in order to achieve something; to push or carry to excess; an intense state of activity or productivity The key term in the definition is productivity. How productive are you based on the amount of effort you expend?  No business leader ever intentionally sets out to have a bad hire. Yet it happens every day, and the cost is staggering.
The Department of Labor states that turnover costs US businesses over $5 trillion every year. That’s an epidemic! Depending on the role, the cost of a bad hire can be anywhere from 50%-600% of annual salary, and that can take a big toll on any sized company…especially smaller ones.  One of the biggest challenges to consistently hire top performers is determining up front if they can really deliver on their perceived potential or just talk a good game.
Unfortunately, many companies use the same broken hiring process time after time, hoping that somewhere they’ll find that “special” person who will help them achieve their organizational goals. Even using some of the better interviewing techniques, such as behavioral-based interview questions, there is a lot of information about the candidate that is lost and never found until it is too late.  Show me a business that doesn’t want to hire top performers and I’ll show you a business that will eventually become non-profit...whether intended or not. Any smart business leader wants to find that next top performer who can elevate their game to better achieve business strategy, right?
Here’s the thing – consistently hiring top performers is a highly disciplined process. High organizational performance starts with a decision. |
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