-
Modernizing
Sales Functions -
Training
Salespeople to Win -
Building
Holistic Business Strategies
Most leaders don't have traditional sales backgrounds. And, while a sales background can be helpful in leadership, that makes sense. After all, research shows that only one in six salespeople has leadership qualities.
But this means that many leaders lack the specific experience necessary to get the most out of their sales teams. And it also means that even leaders with sales backgrounds may need help if they're to succeed in a leadership capacity. That help may revolve around leadership elements, building repeatable processes, team coaching and training, measuring the team, or a variety of other challenges. That's to be expected, as what makes great salespeople is different from what makes great sales leaders.
Most successful companies want to transition to a more sales-driven organization, develop or support sales leaders, build or expand the sales team with top-notch new hires, or develop the skills of existing sales team members. They realize that the head of sales can't do it all effectively at the same time.
Wherever you are in that journey, Goodwin Guidance can help. From leadership development, to recruitment, to team training, Goodwin Guidance can help you ensure you have the right talent and skills to win more business.
Sales Leadership Support
Sales leaders can't be expected to do it all on their own. No one person can know everything and the unfortuante reality of sales leadership is that, in midsized and small companies, it often requires leaders to get into the trenches. That makes the task of being a strategic, future-oriented leader challenging. The best organizations support their sales leaders with a range of resources, whether soundboarding, mentoring, leadership coaching, leadership frameworks, or an Some even provide the support of a fractional Chief Sales Officer, as to provide soundboarding, gut-checking, or simply second opinions.
Sales Team Development
Developing a sales team is a full time job. And it's not a job for which being a great salesperson can prepare someone. Building a talent strategy, structuring the sales function, and identifying the right salesperson profile to hire is critical. Then there's recruiting salespeople, training them, and retaining them.
And, while HR can help, the fact is that it's not an HR task. HR is great for the administration side of managing human resources, but when it comes to the strategic, function-specific elements, it takes a function expert. For sales, that means it requires sales leaders to build an entirely new skill.
Top performing companies don't put all this on their sales leader. Instead, they provide specific support against these challenges, ensuring they neither take away from nor are limited by the sales leader's other daily mission-critical activities.
Sales Function Structure
Many leaders believe that great sales is a natural consequence of a great service. But great sales functions don't just happen and they won't naturally develop over time. They require concentrated, direct, strategic effort. They have to be built with purpose.
Even organizations that realize this often put the entire burden on the head of sales. Some sales leaders can pull off day-to-day operations and building the foundations for long-term sales success but, more often than not, one comes at the expense of the other. At minimum, a sales leader spread so thin will be slower, with the delays costing the business revenue and growth.
The best companies free sales leaders up to run the business by bringing in the support necessary to put the foundations for success in place.
Sales leaders can't be expected to do it all on their own. No one person can know everything and the unfortuante reality of sales leadership is that, in midsized and small companies, it often requires leaders to get into the trenches. That makes the task of being a strategic, future-oriented leader challenging. The best organizations support their sales leaders with a range of resources, whether soundboarding, mentoring, leadership coaching, leadership frameworks, or an Some even provide the support of a fractional Chief Sales Officer, as to provide soundboarding, gut-checking, or simply second opinions.
Developing a sales team is a full time job. And it's not a job for which being a great salesperson can prepare someone.
Building a talent strategy, structuring the sales function, and identifying the right salesperson profile to hire is critical. Then there's recruiting salespeople, training them, and retaining them. HR can help, but only a function expert can really do it right.
Top performing companies don't put all this on their sales leader. Instead, they provide specific support against these challenges, ensuring they neither take away from nor are limited by the sales leader's other daily mission-critical activities.
Many business leaders believe that great sales is a natural consequence of a great service. But great sales functions don't just happen and they won't naturally develop over time. They require concentrated, direct, strategic effort. They have to be built with purpose.
Even organizations that realize this often put the entire burden on the head of sales. Some sales leaders can pull off day-to-day operations and building the foundations for long-term sales success but, more often than not, one comes at the expense of the other. At minimum, a sales leader spread so thin will be slower, with the delays costing the business revenue and growth.
The best companies free sales leaders up to run the business by bringing in the support necessary to put the foundations for success in place.
You're an Owner, CEO, President, CRO, or Head of Sales who is looking to drive more revenue but you aren't quite sure what's slowing your business down.
Click the button below and to pick the the best time for you.