Sales Cadence: The Less Realised Way to Boost Inside Sales

sales cadence

“Leaders become great, not because of their power, but because of their ability to empower others”.

This quote by John Maxwell holds true in terms that leaders must possess some uncanny capabilities to make things happen, maximize resources and to provide inspiration to others.

Leadership has the capacity to create an environment in which people thrive and desired results are achieved. Likewise, a Sales Leader needs to create a foundation for the prospecting strategy that every member of his team is willing to follow.

Sales is considered as the backbone of any company, and yet too many companies have failed to understand the importance of sales processes. The problem is especially troubling when it comes to high-value deals. The performance of the sales team needs to be measured in a way so that everybody in the team gets an equal opportunity to prove their sales mettle. This can only be possible when great sales leaders use sales cadence to build a stronger team towards a collaborative goal.

To the uninitiated, sales cadence is an effective way to monitor the progress of team members. It is the frequency or sequence with which the sales leader meets with the team and takes account of various tasks. Good cadence helps in defining the structure, modelling the  process and in motivating representatives.Let’s take a deep dive into some of the elements that a sales leader should consider as key elements to cadence:

Let’s take a deep dive into some of the elements that a sales leader should consider as key elements to sales cadence:

Daily Review: Many of us in sales think that the main purpose of conducting daily meetings is to promote and drive revenue for organizations. However, this may not stand true for all companies, as they often fail to understand the true worth of these meetings. As a result, sales meetings are plagued by poor attendance, tardiness, distractions, and interruptions. An excellent sales calendar consists of daily review with team members. Sales managers can meet their subordinates on a daily basis to have updates on activities, meeting predefined quotas, tracking deals, reviewing pipelines or any other subject related to the organization. These daily review activities help to maintain a check on the performance by providing an alignment of goals to reps, helping them march to the beat of the same drummer.

Weekly Training: Rudyard Kipling had once remarked that – “The strength of the wolf is in the pack. The strength of the pack is in the wolf.”  This is very relevant for a sales team working towards a mutual goal. For this, sales managers need to ensure that the motive behind training is not only to keep the reps on track. A full-fledged training program must ensure that each and every rep is clear about the set of tasks that have been assigned to him. The purpose of sales coaching should be to maximize the performance of reps by leveraging tools, messaging and training.

Monthly Planning: This is the most important part of sales strategy that a sales leader should always consider. Developing a sales plan is important if you want to stay on track for closing more deals, to increase revenue and profits. Reviewing the monthly plan to track the attainment of stated goals is critical. Sales plan will help the managers to:

> Define sales targets for the organization
> Build sales strategies for the target market.
> Motivate and coach sales team members.
> Review their goals periodically for improving sales approach.

Quarterly Performance Monitoring: Performance monitoring should be considered as the way forward in organizations dealing with sales. Organizations should be aware of the outcomes of their sales strategies. A quarterly sales cadence to update teams on their performance versus plans will help them in revising the methodology to close more deals. However, almost half of the organizations don’t provide their sales team with performance playbook. Performance reviews provide individual team members with a benchmark, for them to gauge against desired results and behaviors. 

Annual Team Audit: Cadence is not only about individual sales reps, but also about the team. Many sales reps might be recording great numbers individually in a team but if they fail in a team effort, it can definitely create an imbalance in the organization. To avoid such situations, a team audit becomes mandatory which can mostly be done annually or bi-annually. A team audit seeks to promote well-managed and accountable team operations that lead towards success.  It is the real report card of a business as it is not only about tracking performance to pay bonus, but it is necessary for an organization to measure the progress against long-term goals. This effort around planning and executing team audits can help reps to be engaged as a team and engaged organizations grow profits as much as three times faster than their competitors.

The sales aura at organization will help managers in defining the best-suited cadence for their team. Sales cadence is considered as a powerful tool to manage teams and it is upon the individual leaders to mold it towards success.

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