228 (Lead) Managing Managers And Diagnosing Low Performance (JD Miller, Kantata) 30 Minutes To President's Club

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30 Minutes to President's Club | No-Nonsense Sales »
228 (Lead) Managing Managers and Diagnosing Low Performance (JD Miller, Kantata)

3d ago 41:29

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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:

332 episodes

#Careers #Business #Armand Farrokh #Nick Cegelski #MBA #Sean Yuan #Sales

228 (Lead) Managing Managers and Diagnosing Low Performance (JD Miller, Kantata)

30 Minutes to President's Club | No-Nonsense Sales

43 subscribers

published 3d ago

MP3•Episode home

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:

332 episodes

#Careers #Business #Armand Farrokh #Nick Cegelski #MBA #Sean Yuan #Sales

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228 (Lead) Managing Managers and Diagnosing Low Performance (JD Miller, Kantata)