Introduction:

You primary role as a sales manager is to be able to communicate to your sales reps in the most efficient and effective way possible. The best way to do this is is through proper use of the different types of sales meetings. Because not all sales meetings are created equal. Today we introduce the five most important types of sales meetings you should master.

 

What we’re going to cover:

  • Daily debrief.
  • Coaching.
  • Forecast.
  • Pipeline.
  • Team Development.

 

 

Daily debrief.

When?

“In the book the 5 dysfunctions of a team by Patrick Lencioni they have something called the huddle where you stand in someone’s doorway and you have a two-minute conversation. Now in some cases you may have that conversation first thing in the morning, but it’s about what’s going to happen that day and what was done the day before. You’re in and out.”

 

How long?

“In other cases maybe they have a brand new rep who’s new to the company, new to sales, and in a very early on developmental state of their business, and that daily debrief could happen in the afternoon after they’ve completed their work. Maybe it could maybe be a little longer like a 30 minute conversation about exactly what it is they were doing, why they did the things they did, what worked, what didn’t work, and what they’re going to do tomorrow.”

 

Cover.

“It’s a great way to just connect with them for a few minutes. To cover those things that are important. Mostly this is really about metrics and moving the needle, getting stuff done. It’s not coaching, it’s not a development opportunity, it’s about the nitty gritty of the daily grind.”

 

Notes & Accountability.

 

“Your role, as the manager in that, is to take notes, and then to hold them accountable to what they said they were going to do or what they didn’t complete and when they should complete it.

If for some reason they’re not meeting those objectives then you can talk about it in your longer sales  meetings, your development meetings, and your coaching sessions what you can to do make it better.”
 

Coaching.

Focus.

“The primary role for a manager is to coach. You should spend a lot of time on coaching. It should be a primary focus for you and it should be set in stone, it should be on the calendar, ongoing, it’s a dynamic conversation about the world that we’re living in.”

 

Sales rep centric.

“Consistent, that means every week but  it’s wrapped around the sales rep. This is where you can get custom because it’s sales rep centric, it’s based on what they need. And how do you know what they need? Well it’s based on what you’ve observed in the field, in riding with them, how they’ve managed their day, their sales skill sets, all of that.”
 

Forecast.

Timing. 

“When do I have the forecast meeting? What metrics do I apply against that? Because taking their word for it depends on who you’re talking to.”

 

Metrics.

“You need metrics associated with it. Why? Because you’re bench marking back against those metrics and you’re predicting the future sales.”
 

Movement.

“The forecast meeting talk you’re talking about movement of that opportunity. How do I get that opportunity to move to the next level?”
 

Strategizing.

“And we’re strategizing on that, I’m coaching on that. The forecast meeting is huge, it keeps the opportunities flowing through. This is sort of the real-time business that we’re getting and we need to be on top of it to make sure that we get to our numbers individually and collectively. This is how you do it, through a forecast meeting.”
 

Pipeline.

Timing.

“When do I have the pipeline meeting? I don’t think you have it as often as you have the forecast meeting, in my opinion. Because the pipeline’s a bigger picture, the forecast is you’re zooming in. So, if you look at it in terms of a funnel the forecast is at the bottom half, pipelines the top half. You have to look at it from a bigger picture, you don’t need to have it as often but you’re managing the metrics around it.”

 

Metrics.

“You can’t just depend on conversations, you have to know what’s working, you have to know what it takes to close a deal, how many opportunities, and that’s going to vary by rep. We tend to treat reps like they’re like cattle or sheep, one size fits all. But, there are some people that are really good, so, it takes less than the pipeline to get them to the number.

The point is the metrics are important because you need to know how they’re preforming against those metrics and what it’s going to take to keep getting to the bottom half of the funnel where they’re forecasting correctly, accurately, and they’re hitting the numbers on a consistent basis. Because the vast majority of sales reps don’t hit their quota. So, having these types of forecast pipeline coaching meetings are going to help you get there.”

 

Long term strategy.

“Having these types of forecast pipeline coaching meetings are going to help you get there. It helps you build a long-term strategy for driving the number and driving business into the funnel. This is where you problem solve the issues in the top half of the funnel.”

 

Team Development.

Improving as a team.

“This is basically getting together and saying ‘hey we’re going to improve as a team. We’re going to do a little bit of work here and we’re going to uncover specific issues that some of us are having. Let’s do some research on that and figure out why that’s happening. It might take a few weeks to put together but that’s ok, you do it. You go out, you sit down, you do some brainstorming exercises, you have some really good conversation  and you look for a way to solve the problem.

Then you document how you do it now, and you begin to put a plan together to determine how you’re going to solve that problem.”
 

Steps to improvement:
  • Find the specific issue.
  • Research that issue.
  • Document how you’re doing it now.
  • Come up with a plan to resolve the issue.

 

Cultural.

“The idea of the team development is it gets the whole group together. But this is really wrapped around cultural, the expectation that we all succeed together. The team development meetings a fun exercise and growth opportunity for your team, but those are the meetings that are really important.”

 

Keep Filling The Funnel

We would love to hear from you. Let us know what you think about this episode. Please feel free to reach out to us if there is a specific sales topic you would like me to cover.  You can find me on Twitter at @Sheajohnr or email me at jshea@alignment-group.com.  And if you get a chance, please feel free to review us on iTunes.

 

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