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Ways To Make Your Sales Meetings More Productive: A Full REPACK Guide

Whatever you call either one of these meetings, you need both of them in addition to your weekly sales meeting. With one, you help sales reps become more accurate forecasters and coach them in moving leads down the sales cycle. With the other meeting, you make sure that your pipeline itself is in good health.

Ways To Make Your Sales Meetings More Productive: A Full Guide

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For most sales teams, weekly sales meetings are a place to discuss current sales deals, targets, and projects. These items should take up the bulk of your agenda. Here's a suggestion for what yours might look like:

Setting clear objectives helps keep the sales meetings short and focused. Remember, you're asking your team members for their time, so you should respect and acknowledge that by not taking too much of it.

Effective internal sales meetings are typically time-bound, and if you expect to have your team members plan around them, you need to respect their schedules. That means setting firm time constraints and abiding by them.

There's no definitive answer to this question. The optimal frequency of your sales meetings will lean on factors like the size of your sales org, how your team is performing, what you want out of your meetings, and your company culture.

Effective sales management is a matter of striking a balance between trust and guidance. For example, scheduling too many meetings can make you come off as overbearing, but booking a few might let your team's performance get away from you.

As we mentioned earlier, weekly sales meetings are often the sweet spot. But they can't be too over-the-top or time-consuming. If they drag on, you'll waste everyone's time, and your team's morale might take a hit. So follow these tips to keep your meetings short and productive.

As you go through your task list and your calendar, do similar tasks together. For example, if you have only a few minutes, make all of your phone calls (if you have just a few). Tackle energy-intensive tasks (for some, that might be responding to messages) when you have more energy. Deal with your low-energy tasks, such as reading status messages, later in the day or whenever your energy is lower. By "bulk processing" your tasks, you will make progress on all of your projects simultaneously.

Acknowledge messages that require a more extensive response. If you are too busy to respond with a full answer right away, let the sender know that you are looking into the issue and will respond by a certain time or date. Flag it for yourself to do later.

This need for meetings is clearly something more positive than just a legacy from our primitive hunting past. From time to time, some technomaniac or other comes up with a vision of the executive who never leaves his home, who controls his whole operation from an all-electronic, multichannel, microwave, fiber-optic video display dream console in his living room. But any manager who has ever had to make an organization work greets this vision with a smile that soon stretches into a yawn.

1-on-1 agendas should be collaborative. Managers should encourage direct reports to share what they would like to discuss. Common topics can include current goals, feedback, recognition, career aspirations, and more. It can be valuable to provide the tools to make it easy to have regular and valuable meetings week after week.

Managing up, very simply put, is the idea of managing your manager. It means employees are being more proactive about managing time and interactions with their manager, so in turn, it requires less management time from the actual manager. The best way you can manage up in one-on-one meetings is by leading the agenda. Prepare for your one-on-ones beforehand, use a shared agenda and document your meetings.

In this definitive guide for high-growth sales leaders, learn how to lead productive, effective one-on-ones with your reps. Mastering the one-on-one sales meeting will ultimately motivate your reps, improve their performance, and supercharge sales for the entire organization.

The one-on-one is one of the most important components of your sales operating process, impacting sales execution and, ultimately, revenue. These meetings are your moment to strategize sales execution privately with each rep, overcome roadblocks together, and give them a motivational boost. In the ideal one-on-one, the manager coaches the rep on risk mitigation, sales pipeline acceleration and deal execution.

As Grace Tyson, sales manager at Chorus, shares, only 47% of managers are coaching their reps for more than 30 minutes a week. Every company has their own cadence for one-on-one meetings, but at a minimum, weekly check-ins are critical. At Outreach, Kremer says the sales teams have weekly sales pipeline reviews, biweekly coaching calls, and regular mentorship meetups.

To make the most of your one-on-one time, follow a consistent framework so your sales rep knows what to expect and can prepare accordingly. At Chorus, Tyson says the one-on-one agenda covers opportunity creation, pipeline value, lost deals, the reasons why deals are lost, and activity metrics. The one-on-ones also cover leading indicators of success, like talk-time ratio on calls and engaging questions.

Instant, AI-powered insights from Clari allow sales leaders to dedicate their limited one-on-one coaching time on the opportunities that matter most. Clari even generates an AI-driven CRM Score to clue you in when a deal may be at risk, so you know exactly when and where to provide that critical extra guidance. With Clari, you get real-time visibility into sales pipeline health, deals, and overall trends, so you can make the most of your one-on-one time. You can continue asking questions to help you plan a productive one-on-one.

Collect feedback to increase efficiency. Check in regularly with your team to make sure meetings feel valuable to them as well. If few people seem to be getting a lot out of particular meetings, continue moving that sync to a digital update or project status report instead.

Improving efficiency is a continuous process. It may seem overwhelming, but simple tools and tactics can help make everyone on your team more efficient. And the more fluent you and your team become in using these tools, efficiency becomes second nature and a built-in part of any project. Learn more about how Asana can help make you and your team more efficient and get ideas to put into practice within your own organization.

Many organizations use CRM software to better gather data without depleting resources. CRMs allow sales reps to access insights into your pipelines, revenue forecasts, sales goals and progress and much more.

The best part: all of this data can be automatically compiled into reports used to create your sales territory plan, freeing up more time for your sales team to focus on building long-lasting relationships within their territories.

Leadership or executive team meetings are a regularly scheduled meeting among your company's heads of each department. For companies of different sizes, this meeting can look different. It may consist of a marketing manager, sales leader, product manager, and the president/CEO. Perhaps it's a large conference room with some folks video calling in and includes the CEO, Chief Sales Officer, Chief Operations Officer, Chief Marketing Officer, Director of Human Resources, and Director of Product. Leadership team meetings are a time for company leaders to discuss strategy and make key decisions about the past and future of the business.

Team alignment is essential for company leaders to make strategic decisions and set goals and priorities for the company. If executives don't confer and meet with each other, initiatives can be delayed and goals can be missed. By creating a scheduled time for your company's leaders to brainstorm and hear each other's successes and challenges, you will find creative solutions and unlikely sources of what could be your next big project. Leadership team meetings should be held on a regular basis, but to be mindful of executives' busy schedules, monthly or quarterly is usually a good cadence.

As with many meetings, we tend to over-book and over-schedule executive team meetings. Rather than putting a weekly meeting on the calendar without asking your leaders, send out a survey and gauge if your current schedule is too frequent or not often enough. Then adjust to what your team needs. If you find that your current weekly meeting is over in 10 minutes, push it to every other month or once per quarter. If you always run over the allotted time, try longer meeting blocks, or leadership all-team off-sites.

Leadership teams consist of the highest-up member of each team within a company. Board meetings are for the board members of privately held companies or non-profit organizations. Leadership team meetings tend to be for company updates and decision-making and focus on sales and marketing, HR and company culture, investors, and progress. Board meetings are more budget-focused and while still internal-facing to the board, and are more formal than a leadership team meeting.

To help focus your leadership team meeting on strategy more so than operations, we suggest asking the representative leaders from each department to fill out an operations memo about their department's successes and challenges, progress made toward goals, roadblocks to success, and any upcoming priorities that need attention. Once everyone completes their memos 1-2 weeks before the leadership team meeting, assign everyone participating in the meeting to fully read and digest the memo contents, and you can use the contents of the memos to set the actual meeting agenda. (We have a memo template you can use below.) This way, all meeting attendees will have enough context into other departments and their performance so they can participate in informed debate and decision-making. You can use the contents of these memos to provide an enterprise view to meeting attendees prior to diving into discussion and debate. This should consist of a high-level look at performance, resource allocation, successes, challenges, and insights from the Board of Directors to provide company leaders with context, too. 041b061a72


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