Have you ever wondered what sets the mindset of a different manager apart from traditional ones? Well, let me tell you, these managers think realistically and set high expectations for themselves and their team. They are constantly striving for improvement, knowing that each new year brings with it new challenges and obstacles in sales.

However, successful companies must also consider the risks to revenue and growth. That's where "Big Risk Metrics" (BRMs) come into play, a concept that many organizations overlook. We need to move beyond the pipeline-driven approach to sales and instead focus on precise metrics that help us identify potential risks.

But even with CRM technology, we can be misled and fail to see underlying risks in our sales pipelines. That's why it's crucial to maintain an ideal sales pipeline that adheres to strategic standards and guarantees monthly and quarterly targets. Accurate forecasting and data-driven insights are essential in any sales organization.

Weekly monitoring and execution are also significant in sales operations. We need to set a faster pace, focus on problem-solving, and treat the week as a management tool to identify and solve critical issues efficiently.

In short, the different manager's mindset is all about realism, high expectations, and constant improvement. By considering risks to revenue and growth, relying on precise metrics, and maintaining an ideal sales pipeline, we can achieve success in sales operations.

The episode delves into the current shift in organizations towards a more collaborative and metric-driven mindset that fosters confidence and open communication. Sales governance plays a pivotal role in aligning the team's focus towards areas that require improvement, creating a transparent and honest environment that embraces challenges and opportunities for growth. 

For businesses keen on boosting their sales performance and embracing a new outlook, the different manager philosophy is highly recommended. This approach emphasizes the significance of metrics, collaboration, and transparency in creating a conducive environment for growth and success. 

As the conversation progresses, the importance of sales in funding and building a strong business becomes more evident. By implementing the different manager approach, businesses can gain valuable insights into their sales forecast, identify key issues, and take action to resolve them. 

In conclusion, Michael's insights have been invaluable, and it's a reminder for business owners and CEOs to take stock of their goals and explore ways to enhance sales performance within their organizations. With the right mindset and approach, businesses can achieve significant growth and success.

0:02:00 The Different Manager's Negative Thinking
0:06:18 The Risk to Revenue and Growth
0:09:15 Uncovering Hidden Risks in Sales Operations
0:11:14 The Pitfalls of Pipeline-Driven Approaches to Sales
0:17:10 The Importance of Weekly Risk Identification and Problem Solving
0:20:30 The Weekly Lever: Changing Progress Review and Execution Monitoring
0:26:14 Sales: Bringing Confidence to the Business
0:28:02 Sales as a Leadership Position: A Mini CEO
0:34:31 Company Potential: Planning for the Future
0:42:42 Introducing the Demand Chain for Better Marketing Contribution

Visite https://www.salesvirtual.com for more content and extended show notes on this subject. 

In this episode, we delve into the concept of sales architecture and its role in driving sales performance. We begin by addressing the common obstacle faced by many established businesses – the underperformance of the sales team. While these businesses may have a solid product and a growing team, they struggle to achieve the desired growth due to inconsistent monthly revenues and missed opportunities.

To overcome this challenge, we introduce the concept of sales architecture as a solution. We explain that salespeople are more likely to adhere to a framework or architecture rather than strictly follow a sales process. The first pillar of sales architecture involves implementing a trained common language for pipeline management and accurate forecasts. By de-risking the deals pipeline through an opportunity qualification methodology, businesses can ensure a more reliable revenue flow.

Moreover, we highlight the importance of implementing metrics and Key Performance Indicators (KPIs) to measure the risk to income each month. We introduce the idea of using deals coverage as a superior metric to revenue coverage, as it provides a safer buffer and reduces income risk. Additionally, we emphasize the significance of accurate monthly forecasting and advocate for the use of the salary bet standard, where salespeople prioritize closing deals within the current month rather than relying on eventual closures.

Moving forward, we discuss the transformational impact of accurate forecasting on the sales culture. We introduce a sales governance report called "distance to revenue," which categorizes income timing into green, amber, and red zones. This report is run by the finance department and provides a clearer understanding of the sales pipeline and progression towards revenue targets. We recommend sharing this report with the senior leadership and sales team to align their understanding.

We also emphasize the importance of inspection in the sales architecture. Using an ideal sales pipeline benchmark, businesses can measure sales performance accurately. To facilitate this, we promote structured weekly sales meetings with specific agendas and the use of CRM or governance reports, eliminating the need for clue-finding. We question the necessity of group sales meetings but suggest using them for forecasting declarations and learning opportunities.

The most significant meeting in the sales architecture is the one-to-one between salespeople and their direct managers. This is where performance and mindset are shaped, emphasizing the importance of building strong, customized relationships. Lastly, we introduce the OKR (Objectives and Key Results) pillar, focusing on salesperson and team development. By setting high-level objectives and supporting them with key results, OKRs align actions and create a standard of performance that leads to success.

Sales architecture serves as a bridge between the technical and creative aspects of sales, fostering incremental progress in revenue production, skills improvement, learning, and earnings. By implementing this architecture and hiring sales leaders who understand both the technical and creative sides of sales, businesses can significantly improve their sales capabilities.

The benefits of implementing sales architecture are substantial – from outperforming competitors who rely solely on sales personalities to achieving accelerated growth and new levels of performance. This podcast is aimed at helping small to mid-sized companies enhance their sales capabilities without extensive investment, demonstrating that sales architecture is an effective approach for driving growth and achieving success.

0:00:59 Establishing a strong sales team for growth
0:03:22 The need for a sales architecture and common language
0:07:02 Metric 1: Dated pipeline and its correlation to income production
0:09:37 Pillar 2: Achieving accurate monthly forecasting with the salary bet standard
0:11:03 Introduction of the Green Zone Standard for forecast performance
0:13:47 The Dangers of Operating in the Red Zone
0:15:05 Introducing the Distance to Revenue Report for Accurate Forecasting
0:19:20 The Role of Weekly Sales Meetings
0:21:06 The Power of One-to-One Seller-Manager Relationships
0:22:33 The OKR Pillar: Developing the Salesperson and the Team
0:24:19 Implementing OKRs for Long-term Progress and Personal Earnings
0:26:13 Building Quality Thinking and Behaviors in Sales
0:28:04 Attracting Good People with Effective Sales Architecture

Visite https://www.salesvirtual.com for more content and extended show notes on this subject. 

In today's episode, we dive into the topic of remote working and its impact on sales performance. While there are varying opinions on this matter, it's crucial to explore the potential reasons behind productivity levels in office settings and how remote work can either enhance or hinder them.

From my observations, it appears that salespeople who struggle to perform in an office environment may continue to face challenges when working remotely. On the other hand, high-performing salespeople tend to thrive in remote or hybrid settings. This phenomenon can be attributed, in part, to the limitations of office environments. In offices, sales conversations often revolve around pleasing the office audience rather than prioritizing what's best for the buyer. However, when salespeople work from home, they gain the freedom to test different language and engagement approaches that resonate with the buyer, even if they don't align with the preferences of office listeners.

Another issue arises when multiple salespeople work in the same office. The traditional practice of seating new hires close to experienced salespeople for learning purposes often leads to the adoption of bad habits and poor sales techniques. As a result, these negative patterns are perpetuated, hindering the growth of new salespeople.

For small to medium businesses with limited sales teams, there is a significant opportunity to leverage the hybrid remote model to boost sales performance. It's not solely about the physical work environment but also the measurement approach that remote work demands.

The standard of measurement in remote work tends to be higher, which can be transformative for sales performance. In traditional office settings, sales review sessions often rely on subjective, casual conversations lacking specific data points. In contrast, remote work compels managers to rely on more objective data points, leading to better progress assessment and strategizing. With tools like CRM and Kanban, sales managers can effectively work while others are asleep, fostering a more data-driven, objective, and productive relationship with their team.

Furthermore, remote working provides salespeople with an uninterrupted environment where they can work independently, take ownership of their business, and be accountable for their performance. This newfound freedom and responsibility are known to contribute to improved sales performance. 

Even when salespeople primarily work in office settings, important meetings like forecast and pipeline reviews often take place remotely, typically on Mondays or Fridays when many individuals work from home. Therefore, it's essential to measure performance and implement sales strategies that align with remote work measurement standards, regardless of the company's hybrid working policy. The key message here is to treat everyone as if they are working remotely and utilize remote standards for measurement and sales practices.

As the business landscape continues to evolve, it's vital for sales organizations to adapt to the changing dynamics and capitalize on the potential benefits of remote working. By understanding the nuances and implementing effective strategies, businesses can unlock new levels of sales performance and success.

0:00:59 Remote working and its impact on productivity and performance
0:02:42 Advantages of the work from home model for salespeople
0:04:51 The potential of the hybrid remote model for small businesses
0:07:28 The positive shift towards data-driven management in remote working

Visite https://www.salesvirtual.com for more content and extended show notes on this subject.