Make it clear that your intent is not to punish them for kinks in the process, but rather to figure out how to better align the sales process with the actual needs of buyers. To gain this knowledge, have frank conversations with your team members. Sales operations and sales-marketing alignment should both be included in your audit. Consider how well processes are working and how they might be improved. Now you can assess how the sales process is working in practice. You’ve learned how the sales process works in theory. You should conduct an in-depth examination of core processes and start to strategize how you want to manage. Once you enter your second month as a sales manager, it’s time to start scoring some quick wins. Identify what metrics are most important to your team.Become familiar with the CRM system and other software tools.Observe sales calls and demos from your team members.Talk to team members about their process.Some ways to learn about the sales process are: Don’t try to dive deeply into everything. At this stage, you want to prioritize the most important aspects of the sales process. Process Understandingīefore you can implement new ideas, you need to develop a thorough understanding of the sales process at your company. Ask your team members and other managers what they found most helpful when starting out. Potential action items include sitting down with a member of the product development team and reading industry publications. To avoid having this fall by the wayside, block out time in your schedule for product education. The education you received as part of your on-boarding is a good starting place, but as a manager you need to go deeper. Product Knowledgeĭevelop a plan for how you are going to start acquiring product and industry knowledge. You might host an informal social event so that you can get to know everyone in a group setting. In addition to cultivating individual relationships, start thinking about how you’re going to build camaraderie among the entire team. You should also start to assess their skills so that you have a sense of what you can expect from them performance-wise, and how you might coach them towards improvement. Consult that list periodically to make sure you’re on track to introduce yourself to everyone (at the very least) by the end of the first month.Īs you start to meet team members, take note of their communication preferences and other characteristics that might be helpful in building a productive relationship. This list should include not only your team members, but also other sales managers. Make a list of everyone you need to meet. Don’t just assume that it will happen naturally. To that end, you need to devote effort towards relationship building right away. Successfully managing the people on your team sets the groundwork for everything else in sales. The First 30 Daysĭuring your first month as a sales manager, focus on learning core knowledge and start cultivating relationships with your team members. Here’s a month-by-month guide for how managers should approach the first 90 days. You can use this worksheet to map out your first 30, 60, and 90 days as a manager. To help you, we’ve prepared a planning worksheet for new managers. To hit the ground running, you need goals and a plan for executing them. This is an exciting but nerve-wracking time. Now you’re a sales manager-congratulations! Next up: Your first 90 days on the job.
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