How to Master Data-Driven Sales Management

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A holistic approach to optimizing your sales team with data-driven sales management

“We are what we repeatedly do. Excellence, then, is not an act, but a habit.”

~ Will Durant, The Story of Philosophy: The Lives and Opinions of the World’s Greatest Philosophers

In sales, it’s the close that gets all the glory. When that deal gets marked “Closed Won” and the gong is rung, for a bright and shining moment the people rejoice.

But, for most companies, making a sale isn’t a one-time event. That one shining moment was preceded by weeks or months of drudgery and hard work. That new customer was once but a glimmer in a sea of data and noise. Then they surfaced through an ad campaign or a cold call, and the struggle to reel the account in ensued.

High-performers make a habit of consistently executing each activity, no matter how inglorious, they need to move leads through the funnel efficiently and effectively. And frontline managers who use a formal, data-driven approach to managing and coaching develop more high-performing reps within their teams.

Some sales organizations focus on managing the activities of their sales teams. They set KPI goals on how many calls to place, emails and InMails to send, and connection requests each seller should complete in a given time period and track to that goal. Other companies focus on conversation management. They set specific standards for how sellers should speak during the discovery call, present the demo, and close to next steps and they track how well each seller stays within their set talk-track.

Truly forward-thinking sales organizations focus on sales manager development to optimize their sales teams. They recognize that the frontline sales manager is the catalyst to improving rep performance, and they take a holistic approach to enabling them with data-driven sales management tools and processes. This approach integrates tracking both activity and conversation data to inform their management and coaching interactions.

Data-Driven Sales Activity Management

leveleleven data-driven sales management_300pxSuccess in sales isn’t just about the close. It’s the consistent, collective activities that each member of your team must deploy on a daily, weekly, monthly, and quarterly basis to keep your pipelines healthy and active. Most of these activities get none of the glory, yet are the foundation of every successful close.

Activity management sets and tracks the rhythm of every sales rep’s day. It’s the number of new prospects, cold calls, emails, follow-ups, etc. that they must execute to guide potential customers through the funnel.

As Bob Marsh, Founder of LevelEleven, puts it, “No matter how good you are at selling, you’re not spending all day closing deals. You’re spending 99% of your time on the behaviors and activities you’re hoping are going to lead to sales.”

Sales activity management provides the data your sales managers need to determine if their reps are performing these activities as expected. This activity data provides your sales managers with visibility into what their high-performers are doing with their time, versus the activity of their mid or low-performers.

Visibility informs your sales managers on how to coach reps to improve the level of activity they need to perform in order to be successful. Data-driven sales activity management also helps sales organizations track and determine what activities create value for your company (and your customers) and which ones do not.

Data-Driven Sales Conversation Management

commercialtribe data-driven sales managementActivity data is critical to improving your sales team’s performance, but it is not the complete story. Conversation optimization closes the gap that is created between efficiency and effectiveness. If two of your reps are making the same number of phone calls and sending the same emails, yet one is outperforming the other by 20%, what is the cause?

Data-driven sales management isn’t just about inspecting activities logged in Salesforce. It also requires cracking open the conversations your sellers are having with prospects and customers to understand where gaps exist within these interactions.

In fact, on average, your reps are wasting 25% of their qualified opportunities once they do get one on the line. This trend is due to several factors

  1. Lack of defined sales process and messaging
  2. Lack of data-driven sales management development and coaching
  3. Lack of a formal sales management cadence

Data-driven conversation management enables sales managers to help their reps make every sales interaction count. It gives managers powerful insights into what their teams are saying and doing within their activities. And it helps them identify what areas each rep needs coaching in to improve each conversation. It also provides your sales organizations with critical intelligence into what your high-performers are doing, so you can apply what is working well to the rest of your team.

Optimize Your Sales Team

A holistic approach to data-driven sales management uses both activity and conversation management systems to give managers and leaders the best view of what variables improve performance—and how to apply them to shift the middle.

Taking a data-driven approach to formalizing your team’s sales management processes helps build a healthy pipeline, optimize pipeline velocity, and gets your team to goal. Contrary to average sales teams, where each quarter is a mad dash to the finish line, data-driven sales teams consistently sustain quota attainment and revenue growth into the future.

Data-driven sales management is not a one-time event but requires continued observation, measurement, and coaching to develop the behaviors that get your team to goal. The good news for today’s busy frontline sales manager is that sales technology now enables data-driven sales management more efficiently and effectively than ever before.

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How to Build Your Sales Management Cadence

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Great sales leaders have a sales management cadence that sets the rhythm of their team.

The idea of a sales cadence is not new. Sales organizations have been using the concept for years to structure how and when sellers deploy touchpoints with prospects and clients throughout the buyer’s journey. Rarely, though, is a sales management cadence used to build formality into frontline sales managers’ schedules.

In his article, Great Sales Leaders Have Incredible Sales Cadence – Do you?, Josh Horstmann explains that in his experience consulting with a great number of organizations, the one thing that separates great sales leaders from average ones is the quality of their sales management cadence.

What is cadence? Cadence is defined as “The flow or rhythm of events, especially the pattern in which something is experienced.”

Building formality into the flow of your sales team’s management rhythm provides sales managers with the framework they need to succeed and sellers with the coaching and development they need to reliably hit their number.

Why You Need A Sales Management Cadence

sales management cadence why 300pxFrontline sales managers today have a lot on their plates. They are hiring and firing, training and coaching, they have new products and messaging to bring to market, CRM data to maintain, reports to pull, meetings to attend, pipeline reviews, joint calling… The list of activities seems endless and they are all high-priority. In this environment, it is difficult for even some veteran sales managers, not to mention your newbies, to know exactly how much time they should be spending on each task or activity. A sales management cadence provides your managers with a framework for success.

Your sales management cadence also helps you set expectations with your managers so you can focus on optimizing these activities, rather than worrying about whether or not they are happening and to what standard. This level of activity management is often deployed for rep performance management, but rarely for frontline managers. With a documented sales management cadence, your managers know exactly what you expect them to do and how often you expect them to do it. There is no ambiguity nor surprises when the time comes for one-on-ones and performance reviews with your managers.

Finally, a sales management cadence gets your entire sales team pulling together. In his article, Horstmann relates the concept of a sales management cadence to rowing a boat. He writes:

It can be such a struggle – as you fight choppy waters, you can’t keep the boat straight, and your progress is stunted. The key is just to find the right rhythm. Once you find that rhythm, the momentum of your entire team will increase, and you can all ride smoothly. All of a sudden you realize that you’re moving at 100 mph, but it feels effortless. All that you notice now is the cool breeze on your face and all the other teams in your wake.

If you have ever rowed a boat, you know exactly what Horstmann is referring to. That feeling—sometimes fleeting—when everyone is in-sync and cutting across the water almost effortlessly. When you build your sales management cadence, you are putting the framework in place to get to the point with your sales team. It takes work and discipline, but it is possible.

Building Your Sales Management Cadence

sales management cadence tool 300pxTo get your team on the same rhythm, you need to take the necessary steps to lay the foundation, create the framework, and then implement your cadence throughout the team. For established sales teams with tenured managers, this process can take some time. Remember to stay focused on the long-term goal and be patient with the process.

Step 1: Start by downloading this free sales management cadence builder CommercialTribe created to help our sales manager enablement customers formalize their management processes.

Step 2: Determine which management interactions are important to your team. You may want to collaborate with your sales enablement and operations teams to align on what interactions are important to the organization as a whole and determine the desired outcomes.

Step 3: Select the desired frequency and duration of meetings for your team. Should frontline managers be doing weekly one-on-ones, bi-weekly pipeline reviews, and so on? Clearly document the specific cadence of these activities in your sales management cadence.

Step 4: Share your new sales management cadence with managers. Note that it is not enough to simply attach it to an email with the ol’ “have at it”. Sit your managers down and outline specifically why you are implementing a sales management cadence, what it means for them and how they should use it, what your expectations are, and how you will be tracking that they are using it.

Expect to coach your sales managers on how to use your sales management cadence on an ongoing basis. Check in with them during your one-on-ones to determine if they are using it and to what standard, listen to and understand their feedback, and offer course-corrections when needed.

Common Mistakes Sales Managers Make with Sales Management Cadence

1. Managers take over sales calls

Joint calling exists so managers can observe their sellers in action, assess their capabilities, and provide coaching. But this cannot happen if every time a manager joins a call the seller barely speaks. That sales call may go well, but what about the thousands of others the manager is not on? It is OK for a manager to have a clearly defined partner role on any sales call, but taking over calls will ultimately impede seller development.

2. Managers observe too few sales calls

Spending time with their team in real-world calls and meetings is a critical sales management activity. Not only can they help close business, but it also allows managers to be attuned to their sellers’ development needs. Inexperienced managers will just join the calls of their newer sellers and trust more tenured sellers have mastered the conversation. This is a short-sighted view of seller development and coaching.

3. Frequently rescheduling or canceling internal meetings

For sales managers, there is always a critical call to join or activity that feels urgent. The temptation is to push regularly scheduled internal meetings to “fight fires”. Instead, sales managers must set the expectation that recurring internal meetings are the most important events on the team’s calendar.

4. Internal meetings lack purpose and agenda

When sellers don’t know what is expected of them and the manager is not prepared, regularly scheduled internal meetings end up wasting time. If this happens enough, trust erodes and everyone takes the time together less seriously.

5. Trying to do too much in one meeting

A sales manager’s favorite catchall is the 1:1. This (often weekly) meeting may be part forecast review, part pipeline review or part deal review—sometimes all at the same time! While lack of time is a real challenge, each of these meetings can be meaty subjects in and of themselves. It’s helpful for both manager and seller to separate these conversations into different meetings to create clarity in how the time will be spent.

The impact of building (and, importantly, maintaining) a sales management cadence is improved sales performance through clarity, structure, and consistency in the interactions between your frontline managers and their sellers. Once your team hits its rhythm, you will experience a renewed flow.

 

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5 Steps to Sales and Enablement Alignment

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Develop a high-performing sales team that will crush business goals with sales and enablement alignment

Though sales and enablement are technically on the same team, working toward the same ultimate goal, the two functions in many organizations have grown apart. The reasons for this disconnect vary, but the solution to aligning sales and enablement in your organization is relatively simple. Start creating a stronger, more relevant partnership by focusing on these five keys to sales and enablement alignment.

1. Build A Relationship With Sales Leaders

Communication is key in sales and enablement alignment, and the best way to improve communication is to build a relationship with sales leaders. The best way to begin building this relationship is by scheduling a meeting with senior sales leaders to discuss the sales team’s quarterly and annual goals. Understanding the goals and objectives your sales team is working toward will help you discuss how enablement can help influence those goals and build a highly relevant enablement plan.

Also, establish regular meetings with sales leaders. These ongoing meetings will help ensure your enablement team is on the right track, gain insights into how sales is tracking toward their goals, and inform any shifts in planning or tactics that may be needed. Keeping the line of communication between enablement and sales open helps build and strengthen your relationship and improves enablement initiative relevance, planning, and uptake.

2. Shared Sales and Enablement Goals

sales and enablement alignment goalsSpeaking of goals, sales and enablement should have shared goals that you are working toward. If your enablement team is measured based on a separate set of goals than the sales team, the disconnect is structural. So often, enablement is measured based on metrics such as training participation and content engagement. But remember: the goal of sales enablement is to help sales sell more effectively. Are your metrics measuring that goal?

Though it is more difficult to calculate, sales enablement must always be focused on making sales reps and managers better. For enablement, this is done through training, content, and tools. But these elements must be highly relevant to the specific needs of your sales team—and, in many cases, individual reps and managers—and they must be limited in the amount of disruption to sales’ day-to-day workflow as possible.

3. Get A Seat At The Planning Table

It’s unfortunate how often sales enablement is not represented at the executive planning table. Without enablement participation in the business’s strategy and planning, how can they set relevant goals and plans?

A powerful, effective enablement organization has a huge impact on the growth of a business. We’ve seen many examples of how a strong enablement organization, closely aligned with a forward-thinking sales team, impacts a company’s ability to achieve long-term growth goals.

4. Understand The Sales Role

On the reverse side, it’s also amazing how often sales enablement has no background in sales. Enablement cannot possibly be effective without understanding the unique challenges and needs of a sales rep and manager. This is a pitfall that many organizations, unfortunately, fall into that results in poor performance and a lack of relevance. A lot of time, effort, and money is invested into initiatives that are never adopted by sales.

Build an enablement team with people who have worked in sales before. Then, try cross-training individuals on both sales and enablement teams so there is a better understanding of what team members do. At minimum, enablement should spend time observing as many live or recorded sales calls and meetings as possible to gain insights into how these interactions run.

sales and enablement alignment in-workflow5. Provide Value In-Workflow

There are times when salespeople need to be taken out of the field for training to “sharpen the saw”. But limit this as much as possible with virtual sales training and through platform certification. Sales teams that are trained and certified using platform technology solutions for assessment and coaching not only spend more time selling, but they become far more effective at what they do. This is because enablement organizations that use this approach have shifted to agile sales enablement to provide just-in-time training and individualized coaching and development.

Using this model, reps and managers receive the training and coaching they specifically need—rather than enablement or leadership’s best guess on what the team as a whole needs. And they get it faster without taking them out of their daily workflow, so they can apply it instantly.

These keys may seem like an over-simplistic view of the varying issues sales and enablement functions within most organizations face today. But focusing on improving each of these areas will improve alignment, enable more effective sales managers, and develop high-performing sales teams that will reach your common business goals.

 

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The Proven Secret to Empower Better Sales Managers

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Improve the quality and frequency of conversations between reps and managers with calibrated leadership teams

How do you spend an entire day in a room with sales enablement, sales operations, and sales leaders? In constructive conflict of course!

Throughout 2017, my team and I hosted a series of Sales Manager Effectiveness Workshops across the country. From San Francisco to Dallas, Chicago to Boston sales leadership, enablement, and operations all showed up because there is one key thing they can agree on: We need to help frontline sales managers become more effective.

Though each of these functional areas have a common goal, they all agree with this statement for different reasons:

For Sales Enablement, it’s far easier for managers to kill any change initiative than support it.

For Sales Operations, key business metrics like forecast and pipeline become unreliable without managers who regularly inspect and coach to them.

For Sales Leaders, a sales management cadence looks great on a piece of paper, but when managers are consistently under pressure to choose the urgent over the important it is not well executed.

Calibrated assessment aligns the needs of all three of these stakeholders to help frontline sales managers become more effective by providing the coaching framework they need to succeed.

The Power of Calibration

Jim Collins said: “Building a visionary company requires one percent vision and 99 percent alignment.”

When we’re talking about assessing sales teams, calibration is really code for alignment. When you get sales enablement, sales operations, and sales leaders together in the same room the way we did during our workshops, you get a wide variety of perspectives on the skills or attributes that sales managers need to be successful.

Calibration helps sales organizations work past this noise to align with what the company as a whole needs in order to hit the revenue goal. Stakeholders in each functional area will have their own ideas on how best to get there, but no one group can go off and accomplish goal attainment alone.

Calibration also helps the leadership team build trust and buy-in from their frontline sales managers. Think about it: What if your management team agreed on how they were going to manage? I’m not talking about them being told how to manage, but that they are bought into a unified process of management—and they live it every day. This is the power of calibration.

Calibration Empowers Sales Leaders

Think about your job as the sales leader. You spend a great deal of your time strategizing, planning, organizing and motivating. But at some point, your team has to go out and do the work. And this is where you are rendered almost powerless because you simply cannot be in all places at all times.

Calibration empowers sales leaders to move from just being an average or a good leader to a great one. With calibration, you can rest a little easier knowing that your management team is managing each of their sales teams with consistency in quality and timing. This is often referred to as a sales management cadence.

Click Here: Get Your FREE Sales Management Cadence Builder >>

Once your organization has aligned with the attributes and activities that are important to your sales management process, a cadence helps keep everyone on-track throughout the month, quarter, year, and beyond. It sets the framework by which your sales managers are expected to spend their time in field travel, joint calling, 1-on-1s, team meetings, forecast, pipeline and deal reviews, among other activities.

And while cadence informs the quantity of these interactions, calibration informs the quality.

A good example here is the 1-on-1 meeting between a frontline manager and a rep. You could say that you expect your sales managers to 1) have a clear purpose and agenda (forecast, pipeline, deal, skill building); 2) practice active listening; 3) provide constructive feedback 4) practice guiding vs. telling; 5) close with action items.

When you know that each of your sales managers are managing their teams the same way, and to a similar standard, you’re empowered to let go of the day-to-day of these interactions and start focusing on improving them.

The key to helping your frontline sales managers hit their quotas is making them better at coaching their reps within the meeting and activities that are already on their calendar. Improving the efficacy of these interactions is the greatest lever you have as a sales leader in influencing better outcomes for your entire organization.

Calibration Empowers Frontline Sales Managers

Without a framework to manage, your sales managers will struggle to succeed.

Chances are that your sales managers are largely making it up as they go. They’ve been promoted to the position and given a ton of responsibility, but they were never provided with a framework for how to accomplish their goals. Sales organizations put a lot of investment into training their sellers but very little (if any at all) into training sales managers. As a result, sales managers simply attempt to apply the knowledge and skills that made them successful from their days as sellers. This means that you likely now have a management team largely comprised of Lone Wolves.

If you have read The Challenger Sale then you’ve heard of the “Lone Wolf”. Lone Wolves are deeply self-confident and have a natural ability to succeed on their own instincts. They break rules, are hard to manage, and do things their way or no way at all. They are the least common profile of all salespeople, but they are the second most common among top-performing salespeople.

And what do we do with top-performing salespeople? Promote them to managers!

You’ve tolerated your Lone Wolves because they perform. But are they really impacting your long-term revenue goals positively and effectively? Are your Lone Wolves effectively coaching and developing to improve the performance of their entire sales team, or are they spreading bad habits by just focusing on the ones who emulate their style the closest?

Calibration begins to drive consistency in sales management processes and enables frontline sales managers by providing them with the framework they so desperately need (whether they know it or not). It informs them of what behaviors they need to expect in their teams and how to coach individual reps to close performance gaps.

For example, to run an effective discovery call, your sales organization may agree on a few critical behaviors: 1) set the agenda; 2) deliver an insight; 3) ask discovery questions; 4) present the value proposition; 5) close for next steps.

When you provide frontline sales managers and their reps with these criteria, they have visibility into what will make them successful, what is expected of them, and what they can work on to improve performance.

Furthermore, managers know specifically what areas they need to coach and develop individual reps on to help them improve—whether that rep is a top, middle, or low performer. Rather than simply riding their star sellers to goal each quarter, calibrated assessments enable frontline sales managers to level-up everyone on their team to produce more.

Your frontline sales managers need your help. They need sales leadership, enablement, and operations to align with expectations that drive successful interactions to get at the true root of underperformance. They need a defined management cadence to bring clarity to the activities on their calendars, and they need a process that provides visibility into making those interactions effective. This is where calibrated assessment really makes a difference. Because when you can improve the behaviors of your managers, they improve the behaviors of your reps. That is the impact of a force multiplier throughout your sales organization.

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CommercialTribe Case Study | Pure Storage Sales Manager Enablement

How Pure Storage Structures Sales Manager Enablement to Accelerate Growth

The Company

Founded in 2009, Pure Storage is a leader in the enterprise data storage industry. Pure Storage provides companies with an end-to-end data platform powered by innovative software that is cloud-connected to mobile devices. The company’s all-flash based technology, combined with its customer-friendly business model, drives business and IT transformation with solutions that are effortless, efficient and evergreen.

The Challenge

Pure Storage Sales Manager Enablement ChallengePure Storage has experienced massive growth since its inception, but with that comes growing pains. Pure Storage works very hard to hire, retain, promote, and train top talent in a dynamic business environment. As the sales team grew to meet demand, sales leaders hired or promoted sales managers with little formality to the sales management process. While most growing sales organizations focus on training their salespeople, frontline sales managers in need of training are often overlooked.

Dan FitzSimons, U.S. Vice President of Sales at Pure Storage, is a rare breed of sales leader who believes in the multiplicative effect that great coaching and development can have on a team. As business boomed, he quickly recognized that the traditional sales modus operandi of riding star sellers, only focusing on late-stage pipeline, and ad hoc management processes simply was not tenable.

“It’s not that my managers did not know how to manage their teams. They’re all experienced and highly capable sales managers,” explains FitzSimons. “We wanted to focus on how we could help our frontline managers become more effective through consistency and formalized management processes.”

“We wanted to focus on how we could help our frontline managers become more effective through consistency and formalized management processes.”

~ Dan FitzSimons, U.S. VP of Sales

Sales managers in every company and industry are incentivized to hit their number each quarter. This short-term pressure can make it difficult for managers to invest in long-term team development and pipeline management. As a result, rather than building pipeline and getting involved early in the cycle when there is a better chance of improving outcomes, managers focus on late-stage deals. The problem with this mindset is that, when there isn’t adequate early-stage pipeline continuously built, eventually the well runs dry.

Soo Masson, Director of Sales Enablement at Pure Storage, understands this issue all too well. In her years of experience in sales operations and enablement, she has personally experienced the havoc that ad hoc sales management processes can cause in an organization.

“We were running on all cylinders and business was great,” recalls Masson. “But Dan and I both knew that we needed to build more structure around the frontline manager role to really set our team up for success in the long-run.”

Emblematic of a truly progressive sales organization, FitzSimons and Masson partnered up to tackle this issue by aligning sales and enablement strategies. In the short run, they wanted to create a method through which frontline managers resist the tendency to solely focus on late-stage deals and short-term outcomes, without dramatically affecting compensation or incentive structures. In the long run, they envisioned investing in a system to help frontline sales managers develop their teams and create a sustainable pipeline and, in doing so, secure the future of the sales team—and Pure Storage.

The Solution

Pure Storage Sales Manager Enablement SolutionEvery company has a sales process, and most have a sales management process. But very few have a structured sales management methodology that develops frontline managers into effective coaches and mentors. FitzSimons and Masson knew they needed to develop a formal, consistent sales management methodology that would enrich the pipeline, develop the sales team, and equip FitzSimons’ ten sales managers to be effective coaches. To accomplish this, they wanted a two-tiered approach that would give frontline managers a methodology to manage performance, while creating a mechanism ensuring continual improvement in that effort.

After doing their research, Masson and FitzSimons brought in Jay Tyler Consulting and CommercialTribe to provide an integrated solution that met their needs. Jay Tyler’s Leading Sales Excellence instructor-led training is an in-person workshop focusing specifically on teaching frontline sales managers a prescriptive Field Management Process and calendar cadence, enabling them to become more effective leaders. Leading Sales Excellence teaches leadership skills resulting in a sales-driven culture and establishes frontline management priorities. Ultimately, the goal of the workshop is to embed the Field Management Process in the field with specific cadences around pipeline reviews, forecast reviews, quarterly business planning, and field travel.

In alignment with the Leading Sales Excellence methodology, the CommercialTribe platform serves as the vehicle for Pure Storage to evaluate how well their frontline managers apply the training in the field and continue to improve. CommercialTribe enables visibility into the sales force’s calendared activities and provides an unbiased assessment of behavior improvement of over time. To begin measuring how well sales managers were applying their training, FitzSimons focused on assessing his managers’ ability to conduct pipeline reviews.

“The pipeline review is such a critical part of keeping both managers’ and sellers’ focus on sustainable pipeline development, and yet it’s commonly a misunderstood interaction” explains FitzSimons. “As a result, pipeline reviews often lack consistency and devolve into a deal review where late-stage deals are the focus, rather than focusing on the health and activity of the full pipeline, particularly in the earlier stages.”

Working with FitzSimons and Masson to execute on the critical characteristics of a Pure Storage pipeline review, Jay Tyler Consulting and CommercialTribe partnered to create the assessment criteria of an effective pipeline review. This assessment maps the critical points in a successful 60-minute pipeline meeting. It includes meeting agenda guidelines, action items, and detailed observable attributes that measure a manager’s coaching skills.

The partnership then established a baseline for applying the skills taught in the Leading Sales Excellence workshop in the field. Each sales manager recorded and submitted one of their pipeline review calls using the CommercialTribe platform. CommercialTribe used the assessment criteria to produce a “heat map” report on each individual manager’s performance and the management team’s overall performance. This report established a performance baseline for FitzSimons and his managers with specific, actionable feedback to inform coaching and development to improve pipeline review meetings.

Frontline sales managers were given their individual scorecards and one month to practice and improve their pipeline review meetings. Because of the baseline gap analysis, FitzSimons also knew exactly what areas needed improvement, which informed his coaching of his sales managers.

“Our enablement team invests in instructor-led training of all types, but it is extremely difficult to track participants’ progress after training and measure the results. With Jay Tyler’s Field Management Process and CommercialTribe, we created a system that has a visible, measurable impact on the performance of our managers.”

~ Soo Masson, Director of Sales Enablement

The Results

Pure Storage Sales Manager Enablement ResultsOne month later, FitzSimons’ sales managers submitted a second pipeline review call for CommercialTribe to assess. Using the same assessment criteria from the baseline assessment, CommercialTribe provided FitzSimons and his team with structured, measurable results and insights into the performance of the management team.

Overall, the progression assessment found that 60% of managers improved. Even more impressive, 100% of participating managers had measurably mastered key attributes of an effective pipeline review, such as providing specific feedback, building professional rapport, and mentorship. The largest measurable improvement showed that 90% had now mastered active listening, pressure testing, providing specificity in recommendations and establishing action items.

“Our enablement team invests in instructor-led training of all types, but it is extremely difficult to track participants’ progress after training and measure the results,” explains Masson. “With Jay Tyler’s Field Management Process and CommercialTribe, we created a system that has a visible, measurable impact on the performance of our managers.”

Perhaps most importantly, FitzSimons has effectively been able to make 1 + 1 = 3. By aligning a field management methodology with technology that supports, measures, and evaluates the results, he has the system in place to develop his team’s sales management skills that will lead to long-term pipeline health. The investment Pure Storage made in the development of their sales managers will pay dividends for the growing organization for years to come.

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About Pure Storage

Pure Storage provides companies with an end-to-end data platform powered by innovative software that is cloud-connected to mobile devices. With Pure’s industry-leading Satmetrix-certified NPS score of 83.7, Pure customers, which include organizations of all sizes, across an ever-expanding range of industries, are some of the most satisfied customers in the world.

Learn More About Pure Storage

About Jay Tyler Consulting

Jay Tyler Consulting has designed seven leadership development programs, each specifically targeted to different levels of an organization to inform world-class leadership and maximize business results. Jay Tyler’s proven methodology for unlocking the potential of frontline sales management is delivered through interactive workshops, one-on-one executive coaching, and mentoring.

Learn More About Jay Tyler Consulting

About CommercialTribe

CommercialTribe is the standard SaaS platform for developing and coaching sales teams to improve performance. The platform enables observation of selling and management behaviors at scale, makes it easy to assess with consistency, quality, and timelines and provides insight and direction to activate coaching.

Learn More About CommercialTribe