In our last post in this series we looked at the S.P.A.C.E model more closely. We also examined some of the implications for continually growing sales by continually growing your salespeople. In this post we'll start by recapping S.P.A.C.E and consider how much you actually need to practice to sustainably improve your performance.
From the beginning, a primary goal for any CRM application has been efficient management of sales performance. It has also been a desire of individual team members to evaluate their own performance.
With its original release of Performance Insights, Pipeliner CRM well surpassed this functionality which has, in traditional CRM applications, proven overly complex and unwieldy. We introduced the ability for reps and sales units to be visually compared for a specified time period, with one or more KPIs, instant “click to detail” analysis and more.
In Part 4 of this series we shared the secret sauce of sales performance came down to one key factor. Specifically that of the studies in all of the fields, the factor that explained the most (not everything) about expert performance was the quality and quantity of practice. We also shared The Five Steps to Mastery, captured in the acronym S.P.A.C.E. In this post let’s look at S.P.A.C.E more closely. Then we’ll examine some of the implications for continually growing sales by continually growing your salespeople.
If you’ve committed to a sales success system that really appeals to you (Step 1), you have laid the groundwork for improvement in sales - though you haven’t necessarily separated yourself from your competition. If you and your solution provider make sales training part of an overall process rather than a training event, you will begin to realise benefits that are elusive to others.
In Part 2 of this series we explore the first of four key steps to consistently grow sales by consistently growing your salespeople. As you read through the four steps, we would like you to mentally test the following hypothesis: Anyone of reasonable intelligence can become a great sales performer if they are willing to practice.
For most companies, the need for profitable revenue growth never stops. Unfortunately, the growth of salespeople does. As reported in Talent is Overrated by Geoff Colvin: “Extensive research in a wide range of fields shows that many people not only fail to become outstandingly good at what they do, no matter how many years they spend doing it, they frequently don’t even get any better than they were when they started.”
If you ask a recruiter at Google what they are looking for in a new hire, they will say “Googliness.” Best explained, “Googliness” is essentially a smart, collaborative, humble, optimistic, and not-afraid-to-be-goofy person. But how on earth can you identify these blend of traits in a pool of 75,000+ applicants per week?