What we do | Sales Offerings View | Orchestrate Better
The biggest competitive advantage for sales organizations, which hidden in plain sight, is teamwork. If only sales organizations could figure out how to team better and orchestrate better, their ability to win in the marketplace is maximized.
Teaming is a tapestry of psychology, neuroscience, tools, and technologies that interweave and sequence to produce a greater result.
Time Team Technology and Transition Management
It is no surprise that sales managers are not provided all the skills and training that is required for them to maximize their effectiveness. There is an inherent assumption that they possess most of the sales management skills, which organizations are discovering is not necessarily true. In coaching thousands of sales managers over the past several years, we are constantly surprised about how the basics of management are still struggles for them.
How do we engage
Time is a fundamental constraint for sales managers and any engagement needs to be designed while respecting these constraints. Our engagements modularize the key capabilities that every sales manager should possess.
Modularization helps the sales manager appreciate the new normal for their skills and engage in different experiences that helps them imbibe and embed the new set of skills and behaviours that are relevant for the future.
Interactions with a sales coach who has also been a practitioner helps the sales managers contextualize their learnings better. Specific situations and challenges help the sales managers build situational fluency in their application of new knowledge.
This combination of modularization, customization and experimentation provides the rich environment for the sales manager to gain the foundational skills that would amplify their effectiveness.
Impact driven for customers
Sales managers who have benefitted from our programs and were promoted to the next level, tell us that their engagement with us has transformed them in many ways:
They now know how to balance time, team, and talent to maximize productivity.
Their meetings are far more effective on account of their ability to leverage technology and data to have deeper meaningful conversations.
They have more time for their own leadership development due to their increased ability to situationally lead and coach their teams.
The program has allowed them to overachieve on their commitments because of their increased ability to manage a better book of business.
Customer Engagement Testimonial
Recommended Resources to Help Your Team.
Customer Stakeholder Management and Orchestration
When the external environment is volatile, your customers’ perception of risk becomes higher. This results in the multiplication of the number of stakeholders involved in any decision.
For sellers, the increased complexity of stakeholder identification and navigation can sometimes be daunting. To add to this mix, enterprise sales organizations have invested in several specialist sales roles that include technical sales, solution sales, industry sales, partner sales etc.
The ability to orchestrate internally, externally and across the channel partner eco-system becomes a vital capability for sales organizations to thrive in the new abnormal.
Impact driven for customers
Most teaming engagements around orchestrating better, are custom designed and mostly involve critical internal and external stakeholders within the engagement. The best engagements are those that blend internal planning and orchestration, with external strategy and execution.
In sales environments, either the account or the opportunity is best kept at the center to drive the planning and execution.
Teams who go through our exercises often share that this is the first time that they have strategically come together to consciously plan for their customers.
They are surprised how much every person can contribute, and how little they collaborate. Although global team orchestration guidance exists within large multinationals, there is no local orchestration agreement that is defined, leading to suboptimal execution.
Our internal orchestration workshops expose the pleasures and pains of collaboration while also offering inspiration and guidance to synergize more.
Our orchestration workshops with customers sometimes exposes the lack of visibility with senior decision makers and a clear stakeholder management strategy that includes key stakeholders like mobilizers.
Typical results experienced by customers:
Greater clarity and alignment with responsibility and accountability clearly defined, within the internal teams.
A definition and strategy for customer stakeholder management with defined ownership to drive for results.
An execution rhythm that involves constant communication and periodic collaboration to further the customer’s agenda.
Greater awareness of competition and their activities
A sense of collective ownership and pride, that defines their collective successes.
Customer Results - Case Study
Coaching Sales Managers to build multimillion-dollar pipelines for one of the largest enterprise business software companies.
Recommended Resources to Help You Better Orchestrate.
Orchestrate2Win for Complex Deals
Larger the deal, greater its complexity. Large deals are defined as those deals that are at the top 1 percent of the deal pyramid. Depending upon the nature of the industry and the customer, these can range from anywhere between a million dollars and a billion dollars.
For complex deals, pursuit teams are normally identified, and ownership assigned, with the hope that they would collaborate and move the deal forward interdependently.
The definition, membership and ownership of pursuit teams does not guarantee its collaboration nor its ultimate success. The synthesis and sequencing of a pursuit strategy is critical to make progress on the deal. Our engagements typically reside at the intersections and interfaces of these complex deal pursuit teams.
Our engagements seek to bring together these principles and practices and is designed to maximize the probability of success in complex deals.
Impact driven for customers
Customers who have worked through us on their complex deals are sometimes surprised how a critical set of insights could be differentiators that could set them apart. They are also grateful that their blind spots get exposed through our engagements. Some of their incorrect assumptions on value are also brought to light, all of which help them define and refine a better winning strategy.
Recommended Resources for Better Team Orchestration.
Coaching Groups to Become Teams
The necessity to coach for a sales manager is never in doubt. However, sales professionals can sometimes suffer from poor or ineffective coaching from their managers. It is therefore incumbent upon organizations to provide sales managers with the right capabilities to become good coaches.
Impact driven for customers
Customers leverage this offering when they need to drive three types of outcomes:
Each of these scenarios involve existing accounts, deals or teams through whom managers need to operate to add greater value to customers.
A typical application scenario for coaching involves a pre-brief to decide on the objectives and outcomes for the manager. The objectives and outcomes differ depending upon whether the target for coaching is either a team member, an entire team, or the customer/partner.
The second phase involves the actual application of coaching through their demonstration of the principles of coaching. Their efficacy in establishing a climate for coaching, their ability to structure conversations to powerful realizations and their ability to drive towards outcomes are all tested in the application scenario. This is when managers realize the gap between the appreciation and application of coaching.
The third step involves a debrief between the sales manager and coach on their mutual observations, blind-spots, areas of improvement etc. Multiple iterations of such applications of coaching, is what helps managers to build and sustain a coaching habit.
Organizations that have invested in building a coaching habit have been observed to showcase significant increases in pipeline volume, deal velocity and seller productivity.
2X increases in volume and velocity are not uncommon.