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The authors propose four quick assessment checks to evaluate pipeline, team condition, external SWOT, and sales organization readiness, combined with five disciplines for structuring an effective ongoing management process. 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Miller, President, Clarity Advantage Corporation John Hoskins, Co-founder, Advantage Performance Group  \nAbout the Authors  \nA highly respected sales management consultant, Nick Miller helps his clients streamline and focus their sales and sales management processes so they generate more sales, faster, more efficiently. He draws on more than 25 years of experience to author a popular e-mail column that is distributed to sales managers around the world.  \nA seasoned sales management specialist with more than 30 years of selling, sales management, and consulting experience, John Hoskins partners with leaders of many Fortune 100 companies. Advantage Performance is the world’s largest and fastest-growing sales performance consulting network.  \nSUMMARY  \nW ennanew sapproprileatseleadersbalancteake cbetwarengfeo,tcesiynmug ostnustrrget,  \nday-to-day issues and developing an important, long-term perspective. The authors recommend a systematic approach of four quick “assessment checks” and five disciplines for structuring an effective ongoing sales management process. If you, as the new sales leader, implement these checks and establish these disciplines during your first three to six months, you will increase your chances of success in your new job.  \n Check Pipeline   \nCheck Team Condition   \nOutside SWOT Check   \nDevelop & Announce Strategy   \nDefine Success Path   \nPut SMOS in Place   \nFor more information, [visit our website: www.clarityadvantage.com](visit our website: www.clarityadvantage.com)  \n© 2002 Clarity Advantage Corporation. All rights reserved. 1  \nWhen New Sales Leaders Take Charge  \nFive Disciplines of Sales Management  \nAre you the new sales leader? Maybe you’re lucky; you’ve stepped into a well-oiled machine—a high-productivity, industry leader. Imagine your first day on the job. Your manager confidently greets you. Your direct reports give crisp accounts covering critical essentials. You immediately know where things stand and what you can expect. Sad to say, this dream isn’t reality. Your predecessor left you a work-in-progress. You’ve been hired to sort things out and move the organization forward. You have some time to accomplish this, but how long? Our experience says: less than you think—about six months. So, when you become the new sales leader, how do you see the big picture and focus your energy? How do you balance the urge to fight fires and make sweeping changes while developing a long-range view?  \nSTEP ONE: Conduct Four Quick Checks of Sales Organization Health  \nFirst, you need to get a quick read on the situation. Conduct these internal and external health checks during your first month on the job:  \n1. Check Your Pipeline  \nYour sales pipeline should reveal the pulse and blood pressure in your team’s sales arteries. You’re looking for flow (volume of opportunities and speed moving through the pipeline), conversion rates from one stage of the pipeline to the next, and yield (closed sales) . Important questions to ask include:  \n􀂃 Is there a defined sales process and is it visible in the pipeline report?  \n􀂃 What is the gross dollar amount in the pipeline?  \n􀂃 Are there any problems with the distribution of open opportunities by pipeline stage or byproduct, for example:  \n- Front-loaded with low probability deals?  \n- About to gush, with no backfill apparent?  \n- Suspension bridge (heavy concentrations at either end and low in the middle)?  \n- Heavy concentration in a small number of opportunities or clients?  \n􀂃 Are we identifying and closing sales at a rate sufficient to hit projected sales and profitability goals?  \n􀂃 What is our conversion rate from the first stage to the last stage of the pipeline?  \n􀂃 Are we adding new opportunities quickly enough to maintain our run rate?  \n􀂃 Are any pending “best few” deals in trouble?  \n􀂃 What’s our win/loss ratio?  \n2. Check Your Players  \nAssess your team members’ condition: the","cbCaifNqNl2lPAVG","https://ap.wps.com/l/cbCaifNqNl2lPAVG","pdf",147654,"English","# SUMMARY\n## Five Disciplines of Sales Management\n## STEP ONE: Conduct Four Quick Checks of Sales Organization Health\n## 1. Check Your Pipeline\n## 2. Check Your Players\n## 3. Check Your Processes","[{\"question\":\"What is the goal of the first three to six months for new sales leaders?\",\"answer\":\"The focus is to quickly assess the organization’s health and establish an effective ongoing sales management process. Doing so improves the chances of success in the new role.\"},{\"question\":\"What are the four quick assessment checks recommended in the guide?\",\"answer\":\"The guide recommends: check your pipeline, check your players, perform an outside SWOT check, and develop \\u0026 announce strategy within the early onboarding period.\"},{\"question\":\"What does the “Check Your Pipeline” step evaluate?\",\"answer\":\"It evaluates flow through the pipeline, conversion rates between stages, and yield from closed sales. It also prompts questions about the pipeline’s mix by stage and deal quality, along with win/loss ratio and run-rate maintenance.\"}]","When New Sales Leaders Take Charge - First Six Months - Focus and Five Disciplines | PDF",1789226991]