If I Were Your Sales Manager

If you were my salesperson, I would tell you to start your week on Sunday by planning your schedule for the upcoming work week. This will prevent you from looking in your inbox for something to do so you can focus on the activities that will have the biggest impact on your sales performance.

Prospect, Trade Value, and Win More Deals

If you were my salesperson, I’d tell you to block 90 minutes first thing in the morning for prospecting every day. I’d tell you to make calls using the telephone so you can directly ask your contact for a first meeting. I’d tell you that email isn’t as effective. I’d also help you understand that using a small list of targeted clients is a better approach than calling everyone. I’d tell you to make a list of 60 targets.

If I were your sales manager, I’d tell you that you need to trade value in order to acquire a meeting. I would tell you that your prospective clients need to know what they get out of a meeting—even if they don’t buy from you. Then, I would tell you that you will get a second meeting if you create value for your contacts. I would tell you that you will win the client.

If you were my salesperson, I would tell you that you should read books and learn what is going on in the world and how it will impact your clients and prospective clients. I would tell you to capture the data from the books you read so you can share and support your perspective. If I were your sales manager, I’d tell you to be the best-read salesperson your client has ever met. I would tell you not to be a know-nothing.

If you were my salesperson, I would tell you to build an executive briefing that allows you to address your prospective client’s challenges. I would tell you to use your executive briefing to prove you are a different kind of salesperson, one that knows something worth knowing. If you were my salesperson, I would tell you this will position you above your competitors.

If you were my salesperson, I would tell you to use information disparity to create value by sharing your knowledge and experience to help your clients learn what they need to know to make the best decision for their company and their future results. If you were my salesperson, I’d tell you to organize your experience in a way that will permit you to be more helpful than your competitors.

Slow Down and Become More Effective

If I were your sales manager, I would tell you to slow down. I would tell you speed isn’t nearly as important as doing the right thing in the right way at the right time. I would tell you the quality of your work is a greater determinant of your success than speed. If you were my salesperson, I would confuse you by suggesting you have a strong sense of urgency, which is not the same as speed.

If I were your sales manager, I would tell you to give your prospective clients more time and to use a slower pace in the sales conversation. I would tell you that the more time a client gives you, the more likely they are to buy from you. I would caution you not to worry about velocity. I would tell you to worry about the sales experience you provide your prospective clients.

If you were my salesperson, I’d tell you to lead your clients. I’d tell you that selling is difficult, but buying is even more challenging. I’d tell you that you should lead your clients. I’d tell you your clients don’t know what they don’t know. I’d tell you that your clients will appreciate your help acquiring the information and insights you share with them.

If I were your sales manager, I would tell you success in sales comes from your effectiveness, not your activity or the size of your pipeline. I would tell you that winning deals is how you succeed, so you should worry most about your win rate. I would remind you that your win rate is a sign of how effective you are.

If you were my salesperson, I’d tell you to ignore almost everything read on LinkedIn. I would tell you not to fall into the trap of believing that new technology or some new approach will be a shortcut to success. If you were my salesperson, I’d tell you to practice a modern sales approach and the accompanying methodologies. If you were my salesperson, I’d tell you not to believe there is an easier way to succeed.

If I were your sales manager, I would tell you that you need a CRM, a data source, and a telephone, and that you could succeed with nothing more than a stack of index cards and a Sharpie. I would tell you that other sales leaders put their faith in software because they are looking for the easiest path; it is much more difficult to improve a sales force’s effectiveness.

If I Were Your Sales Manager, You'd Do Good Work and Succeed at B2B Sales

If I were your sales manager, I’d tell you I appreciate your good work. I’d tell you not to worry about a lost opportunity, and to play the longest of long games. I’d tell you that you will have other opportunities, and if you continue to pursue a prospective client long enough, you will eventually win their business.

If you were my salesperson, I’d tell you that you are going to succeed. I would tell you that by doing good work, you will reach your goals and hit your sales targets. If you were my salesperson, I would tell you that you are going to find your way, even if other salespeople don’t do the same work you do. I’d tell you not to worry about what other people are doing. I’d tell you what works. I’d tell you that many of your friends and their sales leaders make selling a lot harder than it has to be.

Now go do the work.