4. They don’t know what “good” looks like.
When it comes to sales performance, the metric many organizations use to measure their reps is revenue generation.
If reps aren’t hitting their revenue quota, they’re not meeting expectations. The problem is that revenue is a lagging indicator — the end result of a cumulative execution effort involving several key ingredients. If we want to set our new reps on the road to predictable success we need to be prescriptive about the quantitative and qualitative expectations for those leading indicators. For example, how many calls or emails does a new rep need to make each week in order to generate enough pipeline to make quota? What principles should they use to generate the most accurate sales forecasts? Or what does the best, high-impact sales pitch sound like?
In many cases, leadership assumes that sales reps (both new and experienced) can just “figure out” these best practices quickly.
Unfortunately, even for organizations with robust nigeria telegram data onboarding practices, much of the guidance critical for sales success lies in nuance, which often falls through the cracks. In today’s modern sales environment of frequent product pivots and changing customer expectations, I’ve seen even the best reps struggle with subtle changes to product positioning or pricing methodologies. Help keep reps on the fairway by showing them what good looks like.
Coaching is the number one thing leaders can do to improve the performance of their teams, especially when it comes to new team members.