Sales leadership is change management

November 3, 2022

Josh Payne

Managing a sales team effectively means understanding what is changing in your pipeline.

CRMs are very effective at storing new information. HubSpot's CRM, for example, has elbowed its way into the CRM market by appealing to individual reps and making a user interface that is far more intuitive than the incumbent's . Further, CRMs are very good at passively collecting information about activity: the calls, the emails, the texts. All those activities flow in nicely without a lick of extra effort by the reps. You get a record of what has happened for the customer.

And so if you ever need to dig in and piece it back together for a single customer, you can figure out what's been happening.

But leaders don't have the time to sort through that kind of presentation of a customer. There are too many deals, too many reps, too many clicks to get a good sense of the health of an entire pipeline.

As a leader, you have specific questions. Questions like what deals have been added recently? What deals are seeing substantive progress and change (not just mindless activity)? What deals are healthy and why?

In short, you want to know what is changing and what reps are driving that change themselves?

Why focus on what has changed? With changes, you're quickly seeing where the progress is being made in your team. Furthermore, the changes in your pipeline are easily understood and consumed by a single leader if you have a focus on the changes in your pipeline.

Focusing on the changes lets you as a leader:

  • Take timely action. Knowing that someone made a mistake two weeks ago isn't nearly as helpful as knowing within hours.
  • Build a genuine understanding of the health of your pipeline in order to plan your next step as a leader - how to allocate your own efforts and those in your organization and create a strategy for hitting your number
  • Identify the opportunities for coaching based on the actions of your reps
  • Gain confidence in your forecast and how you set expectations up the chain
  • Jump in and identify small wins worthy of recognition. Often times, the march towards hitting your number is a slog. It's important to provide public recognition for good execution well before the glamorous deal win is announced. Reward the right actions along the way instead of simply the big win at the end.

How do you stay focused on what's changed in your pipeline and taking action on those deals in a timely fashion? Ressemble can help you do it.