Managing Managers and Developing Critical Thinking Skills

FOUR ACTIONABLE TAKEAWAYS:

• Introduce frontline manager talent pulse meetings involving key stakeholders (yourself, frontline manager, HR partner, and sales ops) to comprehensively review both quantitative and qualitative seller performance data.
• Maintain frontline manager capacity at optimal levels (typically up to eight sellers per manager) to ensure effective control and stability in sales force management.
• Implement a structured 90-day ramp-up process for new hires, progressing from training to practical tasks like territory familiarization, prospecting, and live calls, to consistently exceed sales plan expectations.
• Clearly articulate and differentiate between commitment (worst-case scenario) and forecast (expected performance) figures when reporting to stakeholders, ensuring transparency and accuracy in sales projections.

JD'S PATH TO PRESIDENTS CLUB:

• Chief Revenue Officer @ Kantata
• Chief Revenue Officer @ Motus
• Managing Director @ Bravo Solution
• Vice President, Americas @ Workplace Systems

RESOURCES DISCUSSED:

• How to Forecast
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• Things you can steal