I have a quick question for you…

How confident are you that you will hit your revenue target by the end of the year?

100%?

50%?

0%?

When I ask this question to sales leaders, the answers I receive tend to fall somewhere in between 100% and 0%.  Obviously, certain failure is not a common response (by putting our chances at zero), but neither are we entirely certain we will succeed.

Which is interesting, because sales leaders spend a lot of time with their sellers talking about their revenue targets.  In fact, I think it would be safe to say that we are constantly reminding them how they are progressing against their target when we meet with our sellers.  And if they fall behind, we are quick to point this out to them.

So why then, despite these constant reminders, do we not think our sellers will help us attain our revenue target?  We know where we need to be – we have communicated that expectation to our sellers – and yet, if you think back to the question we started with, very few (if any) sales leaders are 100% confident they will be at their revenue target by the end of the year.

This is even more important with what’s going on in the world right now – oil is trading at fresh lows, China’s financial market is in a bit of turmoil, and there is an uncertain economic picture here in Europe and in North America as well.  All of this putting a lot of pressure on us as sales leaders to make sure we are driving as much productivity as possible from our sales people.

If you see yourself in this picture, you are certainly not alone.  In fact most (if not all) sales leaders share this same sense of doubt and even frustration about hitting their annual target.

But you don’t have to.

There is a way to vastly increase your confidence in your (and your team’s) ability to drive the revenue that is expected of you.

And the good news – the answer is NOT about spending more time with your team.  Most sales leaders already spend a healthy amount of time with their sales people.

Rather, the answer lies with how you spend that time – where you choose to focus your efforts with your sales people and how you guide them to spend their time in their markets (e.g., their territories, pipelines, or the accounts they are responsible for managing).

So how can you do that?  Well, in order to more effectively guide your sellers’ efforts, you must be able to answer three critical questions:

(1)  What should my sellers be doing?

(2)  What should I be doing to enable my sellers?

(3)  Is it working?

Having the ability to answer these three questions will enable you as a sales leader to have much greater confidence in your ability to guide your team to a successful conclusion to the year ahead.

The question that I am guessing you are asking yourself is, “how do I answer those questions?”

The good news is that we at Vantage Point, working with our partners at Minds&More, have figured out a practical method to enable sales leaders to be able to answer these three critical questions.

During my presentation at the upcoming Sales Summit, (25 February, 11:50-12:20), you will learn the key concepts from our seminal work, “Cracking the Sales Management Code,” which will leave you with the ability to answer those three critical questions for sales leadership.

I look forward to the opportunity to meet with you and discuss these and other topics.  Should you like to contact me in advance, I can be followed @tom_disantis and emailed at tdisantis@vantagepointperformance.com.