I want to talk about building a sales team that runs autonomously, so you can remove yourself from sales management and focus on scaling your business. If you’re an entrepreneur or founder, you probably started out doing all the day-to-day sales yourself. But eventually, you’ll need to build a sales team if you want to scale your business. And while that’s great, it also means becoming a full-time sales manager.
I’m going to teach you the four steps that I’ve used to remove myself from the sales management process altogether. These steps will help you build a sales division that can run on its own, so you can focus on the things that CEOs do, like creating content, working on the product, recruiting, training, leading your teams, and ultimately reaching high seven-figure or even eight-figure levels of success.
The Importance of Sales Leadership
First and foremost, let’s talk about the importance of sales leadership. The sales team will never exceed the performance in which it’s led. I’ve coached a lot of seven-figure, multiple seven-figure, and even eight-figure sales teams, and the best ones are always extremely well coached, managed, and led. In fact, many times, even at an eight-figure level, the owner is still doing a lot of the management of the team.
The reason for this is simple: sales teams run off inspiration and team spirit. A great sales team needs to have good team spirit, communication, and cohesion. They also need to be inspired and have conviction in what they’re selling. A salesperson is the only person in your company who can’t perform if they’re not inspired.
That’s why leadership is so important in sales. It’s also why it’s a big reason why people either succeed or struggle in sales.
The Three Categories of Sales Management Responsibilities
Now that we understand the importance of sales leadership, let’s talk about the three main categories of sales management responsibilities. These are coaching and training, admin and operations, and leadership.
Coaching and Training
The first category is coaching and training. This consists of things like running morning meetings, doing projections with the reps, training, call reviews, Q&A announcements, one-on-one calls, and end-of-day reports. One-on-one calls should be done two to three times a week for the first two to three weeks, and then usually weekly after that. End-of-day reports should also be reviewed and commented on.
Admin and Operations
The second category is admin and operations. This includes things like grading, approving, and removing applications, maintaining proper attribution of all sales opportunities and closed deals, and communicating with marketing setters about availability on the calendar versus KPI. Essentially, this category covers all the sales coordination activities that need to happen behind the scenes.
The third category is leadership. This involves setting goals, tracking progress, providing feedback, and making data-driven decisions. It’s also about inspiring your team, creating a positive team culture, and leading by example.
The Path to Removing Yourself from Sales Management
Now that we understand the different categories of sales management responsibilities, let’s talk about the path to removing yourself from sales management. This involves delegating the different responsibilities as categories.
For example, you can start by delegating the admin and operations tasks to a sales coordinator
Now, let’s talk about the second category of sales management responsibilities: admin and ops. This is the nitty-gritty part of sales management, which involves coordinating sales activities, maintaining records, and communicating with other departments.
Some of the tasks in this category include grading, approving, and removing applications, maintaining proper attribution of all sales opportunities and closed deals, communicating with marketing teams about availability on the calendar versus key performance indicators, and making sure that the client database is up to date.
As you can see, sales management involves a lot of responsibilities, but you can’t just do everything on your own. That’s where the third category comes in: leadership. You need to lead your team, inspire them, and keep them motivated.
The importance of sales leadership cannot be overstated. Your sales team will never exceed the performance in which it’s led. The best sales organizations out there are always, without exception, extremely well coached, extremely well managed, and extremely well led.
Think of a great sports team. They have to have good team spirit, cohesion, and strong relationships between the team members. They also need to be inspired and love what they’re doing, and that’s where you come in. You need to lead your team effectively to get the best performance out of them.
So, how do you lead your team well? You lead through inputs, which means providing feedback to your team members. There are two types of feedback: quantitative and qualitative.
Quantitative feedback is based on data and numbers, which can be obtained from your CRM or other sales tracking tools. This allows you to make data-driven decisions, which are essential for success in sales.
However, in high-ticket sales, getting statistically significant data can take a lot of time and effort, so you also need qualitative feedback. This involves getting feedback on how your team is doing in morning meetings, end-of-day reports, and one-on-one calls.
All of these inputs are essential for effective sales management, but it’s important to understand the different categories of sales management responsibilities to delegate them effectively. Coaching and training, admin and ops, and leadership are the three main categories, and you need to delegate each of them to the right person.