TOP PERFORMERS SALES MANAGERS' COURSE

Sales managers must act as talent scouts, continuously looking for new talent, identifying and documenting potential hires to boost hiring effectiveness and strengthen the sales team.

Maintain a continuous recruiting mindset to build a pool. Challenge myths, spread the recruiting message, and assess motivation to hire the best fits.

Structure interviews as part of the hiring process, explain the procedure to candidates, and use open-ended and probing questions to elicit stories and reveal depth of character, qualifications, and fit.

Explore why candidates' aspirations, strengths, and weaknesses matter by asking probing qualifying questions, examining past roles, daily selling routines, wins and losses, and reasons for leaving to assess fit.

Explore a comprehensive list of interview questions to reveal motivation, selling preferences, and experiences with best and worst managers, while outlining must-do practices like clear job descriptions and aligned expectations.

Ask three key referee questions to assess a candidate's suitability for the job, including how long you’ve known them and whether you would rehire, gaining insights from the reference.

Identify the key success factors of top sales reps, including attitude, enthusiasm, professionalism, research, listening, follow-up, and constant prospecting to nurture long-term customer relationships.

Explore the five goals of a sales manager: quota consistency, profitable operations, business growth, a strong team, and self-development, plus key practices in recruitment, training, motivation, and rewards.

Create a motivating environment by connecting what individuals want with the specific activities they engage in, enabling your sales team to perform optimally and reach the goals set for them.

Identify the motivation categories that drive sales performance, including recognition, money, career advancement, pride in achievement, service to others, relationships, and competition—and learn to leverage them.

Set a motivating environment by posting the mission statement, creating a war room for strategy, and enforcing onboarding, goal alignment, and positive reinforcement to drive consistent sales results.

Drive activity and tempo in the sales team through contests, simulations, and pre-meeting assignments that build objection handling, problem solving, and team collaboration.

Examine self-management as a sales manager by empowering reps, providing training for independence, and learning from mistakes to improve field performance.

Develop a formal evaluation system and document observations with a downloadable template to benchmark sales performance, focus improvement efforts, and prevent neglect of critical activities.

Apply three key guidelines for performance evaluation: be specific, detailed, and objective; deliver timely feedback; and avoid overwhelming sales reps with too many issues at once.

Explore five approaches to improving diverse sales reps' performance, including coaching, reality check, and immediate post-call evaluations to tailor support and boost results.

Learn the 10 steps to an effective sales counseling session, including a quiet setting, structured outline, open-ended questions, documented issues, agreed improvement areas, and a time-bound action plan.

Develop a specific, measurable, obtainable, rewarding, and time-bound performance improvement plan (smarts) to address sales reps' deficiencies, define benchmarks, and track progress.

Assess termination decisions for sales reps by evaluating attitude, effort, team morale, growth potential, performance history, and ethics to determine the right course of action.

Identify and apply pre-termination options to improve a sales rep's performance, including deficiency-focused meetings, probation with targets, and the option of firing, guided by customer relationship management system reviews.

Apply structured termination criteria for a sales rep by evaluating time on the job, background, field observations, achievement history, and improvement potential; use coaching and a performance improvement plan.

Firing a problem sales rep stops wasting time and money, revives an underperforming territory, and strengthens your credibility by maintaining team performance and quota achievement.

Learn to run focused, interactive sales meetings with a clear purpose and a specific agenda, ahead-of-time preparation, practical takeaways, enthusiastic leadership, and a decisive call to action.

Explore the four Ts of presentation: tell them what you will tell them, deliver briefly with passion, test understanding, and end with a clear summary and action plan.

Transform your meetings into training sessions by using pre-written assignments to target specific sales skills, then run an interactive strong session with post-meeting follow-ups to boost performance.

Start meetings on time, set end leeway, and keep sessions brief and interactive; foster team bonding, encourage questions, and use inclusive techniques to engage all participants.

Learn strategies to manage problem participants in meetings, including shy contributors, talkative disruptors, and high-performer egotists, using targeted questioning, controlled speaking, and timely interventions to keep meetings focused.