Posted by Bill Eckstrom, President, EcSELL Institute
Recently I was interviewed by a respected colleague in our industry, and he asked what I’ve learned through the collaboration EcSELL Institute offers so many Executive Sales Managers. At that moment I was stumped. It was difficult to articulate my response. This was not because there was nothing learned, but because I simply struggled with knowing where to begin. Immediately upon returning to my office, I began to script many realizations. I allowed myself no cheating—no white papers studied, no research reviewed, and no quizzing the EcSELL team. Just visceral writing.
I’ll preface the Top 20 Lessons list by stating that nothing is opinion; it is all backed by research initiated through EcSELL Institute and our partners. The list has been pared, for there is not a Executive Sales Manager in the world that has the attention span to read all I would like to write! It should also be noted to readers that the EcSELL Institute laboratory (our members) is inclusive of the best and brightest sales leaders and coaches in our profession. It is because of the commitment and quality of our members, along with their willingness to share, that I consistently witness excellence at work.
(Please also note the term Sales Coach / Leader is used interchangeably with Executive Sales Manager.)
I’ve learned that…
- regardless of how the Executive Sales Management profession searches for alternative means—talent still rules all
- it is more important to start with talent in the role of a Sales Coach / Leader than in the producer role
- Leadership and sales coaching have an even bigger affect on team performance than EcSELL Institute gives it credit—and we give it a lot of credit
- being “world class” in our profession is no different than in any other – it takes an exorbitant amount of work and dedication
- as in any profession relating to greatness, Paretto’s 80/20 rule applies
- at EcSELL Institute we want the 20 percent as members
- at EcSELL Institute our members want the 20 percent as members
- the 20 percent are extremely busy, so much so they seek help to become better leaders, coaches, and managers
- the 80 percent are also busy, but with a belief they are too busy to improve
- our profession is not as good at coaching and leading as it could or should be
- our profession should spend more time on self improvement than it does now
- Sales Coaches and Leaders unintentionally limit the performance of their teams but, if they raised the level of their game, the game of their teams would also improve
- over 87% of Sales Executives/Managers believe like me, that there are specific drivers of sales team performance, and these are all captured in the 6 Pillars
- the 6 Pillars of Sales Productivity are ever-evolving and, if our profession doesn’t keep up, we will miss opportunities to drive more sales revenue
- the 6 Pillars of Sales Productivity are dynamic management tools, but sales teams still prefer to be led and coached—not managed
- extraordinary Executive Sales Managers do most of the same things done by ordinary Executive Sales Managers—they just do them better
- collaborative leadership is not just a buzzword – it is instead a real, effective, and proven way to lead
- with collaborative leadership, accountability is not sacrificed – it is personified
- the science behind emotional intelligence is real, and the impact it has on our ability to lead and coach is profound
- if I can just shut up, actively listen, and even more deliberately observe our members, our partners, and our team, this list will never stop growing
Sales Coaching and Leadership are what makes a good sales team great. EcSELL Institute's Sales Coaching Summit is designed to help Executive Sales Managers understand the science, strategy, and execution behind mastering your role as an extraordinary sales team coach. It provide a unique opportunity to delve into a broad swath of issues regarding the crucially important yet often misunderstood skill of sales coaching. This powerful forum is a true think tank to share insights and learn best practices because the facts are:
- Extraordinary sales coaches know how to drive more revenue from an already high performing team.
- Extraordinary sales coaches know how to affect the team’s engagement.
- Extraordinary sales coaches have less team turnover.
- Extraordinary sales coaches never lose sight of the need to hit a number, but those on their team don’t feel micro-managed, they feel empowered to over-achieve!