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Sales High-/Lowlights 2008 by Mind Map: Sales High-/Lowlights 2008
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Sales High-/Lowlights 2008

Read me first!

Even with very strict rules and sophisticated CRM-systems, for a sales manager it is quite a challenge to keep a team efficiently and transparently working. Even more interesting it gets when that team is spread across various locations, cities, countries or even continents.   What"s typically missing are those soft facts that put a meaning behind the numbers. Numbers don"t make the team leader understand the rationale behind certain actions and/or numbers. They cannot read from the numbers why the sales rep is meeting that one client all the time although the revenue would not suggest to meet. Well, the coffee is just sooo good?   Coaching a team member from a numbers perspective is, simply put, idiotic. Coaching a team member from a combination of numbers, insights in behavior, personal focus and feelings (as to what (s)he deems to be important) is what makes sense.   Watching a trend. Watching whether numbers and soft facts match. Recognizing "the bug before it hatches", i.e., anticipating problems! Well, that does not make us good problem solver, on the flipside... (-:   There are various ways to achieve that: 1) Call 2) Send mail 3) Formalized "weeklies" 4) Meet   to 1) Calls are meant to share relevant information within the team to find solutions for immediate issues. Calls are complementary and should not drag on forever... Been there, seen that! to 2) That"s fun. Send a mail to your 35 sales folks asking them for input and, that"s a safe bet, 5 will reply to all. Traffic: 200+ emails. Trying the achieve the task by email means you have either too much time, you"re overpaid or you have 3 PA"s to compile and consolidate all the feedback. to 3) A wonderful Friday task: Get it over with. How can I make my boss not thinking of me during the weekend... That times all the guys in your team. Happy reading! to 4) If your company is that rich, I"ll provide them with my bank account number. Also, Al Gore would not approve on too much travel, anyway!   The Method: 1) All is transparent (remember: This is complementary to 101 or team calls and formal reporting) 2) Failure happens. Solving the problem is what you"d like to see from your folks. Admitting failure makes a good sales guy! 3) Success happens as well. More of it, hopefully. Sharing that might trigger of that wonderful question from one team member to another: How on earth did you manage to get that done? Tell me! 4) You as a sales manager have all the information at your fingertips all the time. Remember those questions from your bosses: "I need a sales team status from you in 5 minutes. I"ve got the numbers. Just send me what else you have". Shock... No. Just export. delete what"s irrelevant. Add some remarks and you are done. Heaven? No. MindMeister...   A last piece of advise: Ask your folks to NOT write novels. If they hear you, your life will be sooo much easier from now on. And hearing you, they should. Otherwise you need a WhipMeister, instead of MindMeister! Also, tell them that a snapshot of that map will be taken each Wednesday, 12:00 noon, CET. What's in is in. What's not in is out. They'll forget only once and then they'll use the map like a diary... Daily!   A very last piece of advise: The method also works for those wonderful "can you check with your team..." situations. Put it in a map, invite your team to comment and you save a day in compiling and consolidating the response for all the reasons above... Try that with mail. But only if you hate yourself! And everyone around you, for that matter.

or you'll regret

and blame me!

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February

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March

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April

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July

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August

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September

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October

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November

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December

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