The Audible-Ready Sales Podcast
The Audible-Ready Sales Podcast

Episode · 2 years ago

09. How to Make Sure Your Bad Quarter Doesn’t Repeat Itself w/ John Kaplan


NOTE: This episode was recorded prior to the Covid-19 Pandemic. John’s advice is still applicable, but please understand we didn’t have the current context when recording. 

In this podcast, John Kaplan talks through key areas to assess in your own organization after a less-than-stellar quarter, including: 

  • How to make sure you have the right people to achieve your yearly goals
  • How to build more accountability into the planning process as you move forward in the year
  • The cadence with which you use to manage your teams


Check out this and other episodes of The Audible-Ready Podcast at Apple Podcasts, Spotify, or our website.


Additional Resources 

Skill/Will Model

So it's your responsibility as the sales leader, not the scream at the score board. The final score only gives you the end result. It doesn't tell you the whole story. You're listening to the audible ready podcast, the show that helps you and your team's sell more faster. Will feat your sales leader sharing their best insights on how to create a sales engine that helps you fuel repeatable revenue growth, presented by the team at force management, a leader in Bob sales effectiveness. Let's get started. Hello and welcome to the audible ready podcast. I'm Rachel Club Miller with force management, joined by John Kaplan. Good Morning, Ray till, good morning, good morning. Today timely episode. We are talking about end of quarter sales results. Some of you may have crushed the quarter. Congratulations. If not, there's no time like the present to course correct. Yeah, you know, I have got a lot of affinity for this topic and a lot of support for people out there listening... this. If your sales leader, you know it's top at the end of a quarter, especially when the you know the number might be falling short. Many times we go into kind of panic mode. Were stramp that you work. You know scrambling to rectify the situation. No, I'm just my stomach is kind of rumbling here a little bit thinking about pushing forward deals that are not baked. And you know we're doing that because the you know, forecasted deals are slipping and you know. But the ideal scenario we want to kind of put ourselves into is that, you know, we're working on future quarter business and recruiting top talent to the company. So moving from that current state of pain to that future state of unbelievable sales leadership productivity is where we'd like to help you with today. Right, don't wallow in your pain, fix it and and keep it moving. So we're going to go through three areas today to look at that, to assess in your own organizations when your...

...numbers aren't where they need to be. So first you mentioned it your people. Yeah, I think it's always a good thing to focus on people first, get away from what you've heard us say as the opiate of the number. Too many times sales leaders focus solely on the revenue number and, as a result, they fail to correct the key problems hindering their sales team. And if you're missing your numbers, determine which of your reps are successfully you know of succeeding, and which ones are facing challenges. Think about it this way. If your low performers aren't making their number and they're dragging the team down, then it's likely you have a talent is you that needs to be corrected. But if your top performers aren't making their numbers, you likely have a problem that's bigger than your people in your next step is determined why they're struggling, and so what I'll do is kind of give you a few scenarios here. So, are they losing deals to competition or to no decision?...

You know, if this is happening, then you likely have a sales execution problem. Mora, you know your salespeople can't effectively articulate value and differentiation in front of the customer. You know, do they have enough qualified pipeline to make a number? And if not, your problem lies in effective territory and account planning, including reinforcement and inspection. And then are your salespeople able to effectively leverage their internal resources throughout the sales process, especially in an opportunities final stages? And if not, then your salespeople, you know, likely need to be retooled to better identify how and when they should use these resources throughout a sale cycle. Who's doing what? When? Who's doing what when?...

I know our clients use a skill will model that directs them on how to coach their own salespeople say to success. It's effective because it gives them a tool to one rate sales people based on their skills and motivation, which we know is very important, and to to use that information to coach coach just differently. We've got great content on that. It is linked in the show notes. Oh awesome. So just a quick common I I think it's a great tool to get a snapshot of where your team is at any given point in time. You know, so the next thing you want to do is you want to look at your plan. So at the start of every year your salespeople should be making and committing to their territory plans. An effective sales plan provides benchmarks for them to hit throughout the quarter and the year, but it also provides you with no critical line of site that you're going to need as a sales leader when your salespeople miss the mark, if the numbers come up short. This quarterer think about kind of these three things. Revisit the...

...plan that was committed to at the start of the quarter, determine where the gaps occurred and how they hindered the reps from making their number, and determine how to correct the problems movement forward. Yeah, you've said it several times, John. I know we talked a lot about it, but great planning is also about accountability. Yeah, I'm often I want to give some of the sales lead there's and sales people out there. I want to give you some spirits. So, if you're a salesperson listening, you need to own the plan, to make the plan, and if you're the sales leader listening, you need to allow the seller the ability to own the plan, to make the plan, and this ownership drives the predictability you need when things go awright at the end of the quarterer, Hey, you have something to look at right other than the the scoreboard her that number that you didn't make. So the final area to assess is your operating rhythm as a manager, and only in a leader. Yeah, I you know, I like it.

You know you can't solve your sales problems with just a simple time out. You need a rhythm and a cadence that helps you manage for success and mitigate problems along the way. All great sales leaders should have a structured management operating rhythm, but sales cadens that keeps you focused on the high value sales activities. You're operating rhythm not only guide your sales planning and execution strategies throughout the quarterer, it also provides you with the mechanism to assess the problems. So your Mr or management operating rhythm is there to prevent you from having to play catch up. Use It to determine where your teeth needs to make the greatest immediate changes and then use it to govern your weekly, monthly, hoardly sales operations moving forward. So on this operating rhythm. Tell me what I need to identify if I'm developing this for myself and I'm listening to this podcast.

Yeah, I mean, keep it simple. It's just kind of a culmination of what are you doing every day, every week, every month and every quarter? Who are you checking in with? How are you measuring that? How are you running your team's what's The cadens behind that? Outline in the cadens will help you focus in ensure you're spending time in the right places. Again, everybody will know who's doing what when, what's expected of me and how I'm going to be measured critical. So if it's a if it's the end a quarter for you, you're not happy with your team's results, stand up. This isn't the time to wallow in your pain. Yeah, we certainly get it, though. I mean we know the jobs out there in the market places. With good economies come good opportunities and great competition and there's a lot flying. So if you get a chance just to kind of breathe this podcast in a little bit, think about the greatest leaders are the ones...

...who never let their team rest on their success or wallow and defeat. So it's your responsibility as the sales leader, not the screen at the score board. The final score only gives you the end result. It doesn't tell you the whole story. And one of our facilitators, great facilitators and force management, Brian Walsh, when he says all the time it's not about the what, it's always about the how. So if your numbers weren't where you wanted them to be this past order or even in this quarter, recalibrate, focus on how you got to this point, then fix what's broken. Celebrate Best Practices in champion those on your team who are executing the right sales activities day in and day out. Great final final words. Thank you, John. Thank you to all of you for listening to the audible ready podcast. At force management, we're focused on transforming sales organizations into elite teams. Are Proven...

...methodologies deliver programs that build company alignment and fuel repeatable revenue growth. Give your teams the ability to execute the growth strategy at the point of sale. Our strength is our experience. The proof is in our results. Let's get started. Visit US at force MANAGEMENTCOM. You've been listening to the audible ready podcast. To not miss an episode, subscribe to the show in your favorite podcast player. Until next time,.

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