Frontline sales managers (FSMs) are the most important role in any sales organization when it comes to sales execution and driving sales force transformation. Just think about their span of control in your organization. This role can decide what sales professionals sell, where they sell, to whom they sell, and how they sell. This is why frontline sales managers have such a huge leverage effect, why it makes good sense to invest in developing their effectiveness and their productivity.
However, our research shows that developing frontline sales mangers is still not a high-priority investment in sales productivity. Only 55% of sales productivity investments (data from our 2014 MHI Sales Performance and Productivity Study) are dedicated to developing frontline sales managers. At the top of the list (82%) are still investments in the skills, competencies and knowledge bases of individual contributors.
This disconnect has to be solved with holistic frameworks that address the FSMs’ challenging role, where the three key areas of customers, people and business compete for their attention. Our FSM Triangle is one such framework that has proved to be effective in frontline sales manager development. Our FSM Mantra is another valuable framework; it helps shift the frontline sales manager’s focus to what really matters and what they can control directly in their role. And that’s all about managing the right set of activities and coaching the related behaviors. FSMs often feel like they are on a motorway without speed limits: How should they divide their attention between looking ahead and looking behind? So, we will talk about “rear view mirrors and windscreens” – when and where to focus.
Developing frontline sales managers can be done in different phases. But the most important capability that has to be developed right away is coaching. Coaching is a capability that’s not required in a sales role, but it’s the must-have capability that makes all the difference. Not many people are born coaches, but many have become great coaches. To do that, there is conceptual homework to be done; ideally by enablement and training teams to define a coaching framework and coaching guidelines. And the homework has to be implemented successfully.
And then, it’s about enablement technology that can advance coaching capabilities to the next level. Technology can provide leading indicators for FSMs, to help them to understand what activities work or don’t work. Furthermore – and this is state-of-the-art technology – FSMs can see what interactions salespeople have with clients and prospects and how these prospects and clients interact with their salespeople. It’s another very valuable way to adjust activities immediately and focus coaching on the behaviors that have to be improved to ensure sustainable and scalable sales results.
Enabling frontline sales managers is one of the four pillars that lead to the next level of sales enablement, sales force enablement.
Join us in London for our MHI Global Sales Leadership Forum, June 18; in association with Top Sales World, sponsored by White Springs and Showpad. I will deliver a keynote on the frontline sales managers’ dilemma and how to solve it, and Pieterjan Bouten, Showpad’s CEO, will show how enablement technology can drive the FSM’s coaching capability to the next level of FSM effectiveness.
Have a look at our Agenda, and check out the additional key notes by Top Sales World’s CEO Dr. Jonathan Farrington and White Springs’ CEO Gary White as well as highly relevant “how to” workshops on funnel management and coaching.
See you in London, June 18th!
PS: Jonathan Farrington and I discussed the frontline sales manager issues, prior to our event. Click here to listen!