Different salespeople

When Sales Operations Leaders look at performance on their sales teams, they tend to focus on the closing percentage and win rate. Those are nice metrics to follow, because they’re straightforward to obtain, they’re easy to visualize, and they give a quick take on the overall health of the organization, like the heart and breathing rate on a person.

But most Sales Operations Leaders have evolved past simply measuring revenue. Now we measure aspects of sales activity, such as attempts, contacts, and appointments, as well as factors that are more difficult to assess, like the quality of presentations, the accuracy of lead qualification, and the effectiveness of calls.

Of course, appraising sales reps’ skills and behaviors is key to knowing what kind of feedback they need, and how best to incentivize them. But if we measure every member of a sales team in exactly the same way, we may fail to account for meaningful differences between them.

Not all salespeople are created equal. Some are simply better at the overall job of selling than others. But they also aren’t created the same. And that’s a good thing, because your sales organization has different needs, and you require salespeople with different skills.

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Usually we categorize salespeople into two groups: hunters and farmers. Hunters go out and find new business, and farmers cultivate the clients you already have.

That’s a useful distinction, but you may be able to make further refinements to how you identify and promote talent on your team. For example, your sales organization needs solid lead generators, who excel at filling the pipeline. Others on your team might be naturally gifted at giving presentations and demonstrating the product, while others are better at building deeper relationships with your existing customers and coaching them toward more of your company’s products and services.

The larger your sales organization, the more you’re able to help your salespeople specialize. And the more you’re able to specialize, the more efficient you’ll be. As you elicit the best your salespeople have to offer, your employee retention will also improve

But in order to move your salespeople into tasks that are best suited to their skills, you need to incentivize correctly. Your compensation plan should be as adaptable as your sales organization.

To see how you can become more agile and encourage specialization across your sales organization, register for a demo of Obero SPM.

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