Industry Magazine Get JACK'D Magazine Fall 2017 | Page 30

SALES PL AYBOOK Dan Larson BUILDING A GAME-WINNING SALES PLAYBOOK THAT WORKS IF you were the head coach of a sports team, would you put your team into the game without practicing? Without everyone knowing the team’s best plays to win? What results would you expect if you operated without a playbook? And if you’re not building and using a Sales Playbook with your sales team, how do you expect your team to succeed? If the coach of a sports team at any level did this, it would be utter chaos on the field! Why do sports teams run better than most sales teams? • • • Coach - They have a dedicated coach focused on increasing the team’s talent. Playbook - They train using their playbook so they are ready to execute the best plays. Practice - They practice before every game. The Sales Playbook • • • • Winning in sales depends on building a Sales Playbook that gets used. I’ve developed some tools to get you started on successfully building and using a Sales Playbook: Use the Sales Playbook Summary as a guide to get you started ( Use the Sales Team Performance Diagnostic tool to identify the weak links in your sales chain ( diagnostic). Use the Components List (page three of the Sales Playbook Summary) to choose your top priorities in people, processes, and practices for sales and sales management. Dan Larson is the CEO and founder of Leverage Sales Coaching, which works with CEOs, managers, and sellers to build and use a Sales Playbook to grow results. He is also a best-selling co-author with Jack Daly of The Sales Playbook for Hyper Sales Growth. Dan has, 14 years of coaching experience and over 30 years of business achievement. He has helped clients achieve significant growth in many diverse industries. • pages 29–37). Measure success and follow up for accountability. Differentiate. Define what makes you unique (see The Sales Playbook, pages 56–59). Create your competitive advantage message, practice it, and use it at every touchpoint. Scope of Sales Playbook Finally, consider the scope of the Sales Playbook that best fits your team’s needs. A narrow scope works well for sales teams with a simple sales cycle and sales process. It also fits a company that has limited time and resources to build a more thorough playbook. A broader scope works well for sales teams that have a longer selling cycle and a more layered sales process. Companies with more time and resources to devote to a broader Sales Playbook should do so. Remember, the sales manager is the leader that makes sure the Sales Playbook gets trained, practiced, and used. This is why effective sales management is a full-time, hands-on job! Prioritize Your Success Your Sales Playbook should address high-priority items that you have identified as the key to your sales team’s success. Consider these common areas of high priorities: • Talent and Recruiting. Create job profiles for each position. Measure how well your sales team members and recruits match their profiles. Use the book that I co-authored with Jack Daly, The Sales Playbook for Hyper Sales Growth, to rank your existing team (pages 20–21). And remember, recruiting needs to be an ongoing process. • Prospecting. Define your high payoff targets, top methods of contacting them, and high payoff activities (HPAs) for each method. • Sale Processes. Enumerate your sales process steps and the HPAs and best practices for each step (see The Sales Playbook, pages 37–39). Adjust your training accordingly. • Goals and Results. Define a goal achievement plan for the sales team and individual members (see The Sales Playbook, 30