Will business grind to a halt for a chunk of the summer? Do we leave clients and prospects alone during the summer -- or keep a cadence of communications?
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In conversations with clients and prospects, the subject of industry expertise often comes up. While some clients insist they need a "sales leader with deep industry experience," others will also be quick to clarify that "industry experience is a nice-to-have, but not a must-have."
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In the dynamic world of sales, making big decisions can be a daunting process for any leader. The pressure to achieve targets, drive revenue, and outpace competitors necessitates a careful balance between gut instinct and data-driven insights.
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Sales leaders are much more than just managers. They are expected to be consultants, providing their expertise and guidance to their clients and teams. Similarly, consultants are expected to be sales-driven, constantly seeking new opportunities to generate revenue for their organizations.
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When it comes to hiring a senior sales leader, there are two main types of candidates to consider: those with big company experience and those with entrepreneurial experience. Each has its pros and cons, and the decision criteria for choosing the right candidate for your business will depend on several factors.
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Every company on the planet is the same in their two most fundamental processes: making stuff and selling stuff. All other processes should be in support of these two facets of the raison d'être of a company. The corner bakery and the world's largest industrial conglomerates are the same at this level.
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In the course of helping clients find their ideal CROs, I hear the gamut of perspectives from both the client side and the executive side on the role of Sales Head and the Chief Revenue Officer. The terms and roles are often used interchangeably, and the definitions of each role vary widely.
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Salespeople have been trained to persuade, convince and even cajole buyers into making a purchase. However, I think a new paradigm should be looked at. Instead of trying to sell, focus on helping buyers to buy.
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In conversations with seasoned sales executives about their experience is scaling companies, I reflected on the distinctions of "leadership" and "management" in leading sales teams. Can the same person be both a sale leader and a manager? Even though the terms are often used interchangeably, they do have distinct roles and responsibilities.
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In enterprise sales, the art of follow-up is a key ingredient to closing deals and building long-lasting relationships with clients. Following up -- in the "right way" -- can go a long way in helping you stay top of mind, showing your commitment to your client's success, and demonstrating your value as a trusted partner.
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