Author: Keith Johnstone

Keith spent his first years in the recruiting business helping employers find top performing sales executives and then worked his way up through the ranks, becoming a manager of marketing and an expert on B2B sales and hiring matters. A graduate from the University of Guelph, he regularly contributes to the Peak Sales blog.

Sales managers are the conductors of a company’s revenue engine. They create and nurture high performance sales teams, and lead them to generate hit revenue forecasts and meet customer needs. To understand the responsibilities of a sales manager, it’s important to understand their position in the organization and the intangible roles and characteristics they embody.

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A critical factor in the maintenance of a high performance sales force is an organization’s talent management system: the people, tools, systems and processes that give it the ability to attract, hire, develop, reward, and ultimately retain talent. Responsible for its development and execution, today’s human resource leader faces unique challenges and increased pressure as

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Sales management is quite possibly the most misunderstood role in business. Why? Sales managers play a unique role – they not only select, build, lead, coach, and manage front-line salespeople, but also act as a customer and business manager. Since these responsibilities compete and pull sales managers in multiple directions, the activities that are most

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Sales force sizing is an integral aspect of a best-in-class sales team. Optimized headcount maximizes revenue while limiting inefficiencies within the sales organization. However, this important process doesn’t occur in a vacuum. Executive teams usually choose to expand and scale their sales teams when they’re responding to or anticipating a significant shift, such as major

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When entering a new market, the right sized salesforce will make or break whether the go-to-market strategy is effectively executed. Hiring too many reps drains resources and limits the success of salespeople by over saturating the market. Not enough ‘feet-on-the-street’ means that a company will lag compared to its competitors, failing to grow during its pivotal

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According to the Boston Consulting Group, of every HR practice, recruitment processes have the most significant impact on revenue. Companies that effectively recruit the best candidates exhibit 3.5x the revenue growth of competitors that poorly manage their recruitment efforts. This article will break down the biggest mistakes hiring managers make at the offer stage –

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If you had the opportunity to survey a wide range of top sales organizations and the top performers that support their winning sales teams, you’d find some steady trends. Top organizations are organized, disciplined, and results oriented. They approach business in a structured fashion and develop and support processes that help employees maintain high standards.

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When customers approach us to find great salespeople, the focus, as it should be, is on the candidates we present. Key questions about each candidate’s past sales performance, their selling methodology, book of contacts, experience selling within the industry, traits, and likelihood of success within our client’s unique selling environment must be investigated and answered before a

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Each year, the Aberdeen Group surveys more than 200 companies to ask them about their new hire onboarding efforts. The report finds that best-in-class companies that offer dynamic onboarding programs enjoy a much higher employee retention rate – and employees reach their goals faster than those at companies without strong programs. Companies that show a

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Interviewing salespeople is one of the most difficult tasks a hiring manager must undertake. Unlike many other business professionals, salespeople are geared to ‘sell’; and that includes themselves. Since salespeople are not only trained to focus on the positives, but psychologically tuned to gain trust and demonstrate competence in professional and social situations, interviewers, especially

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To mitigate the risk of losing your best sales candidates, stop treating passive candidates as active job seekers, start valuing the candidate, maintain a strong corporate reputation, and offer market leading compensation packages. Every organization that is committed to achieving aggressive growth targets requires talent that consistently achieves their sales targets and drive profitable revenue.

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Appeal to these salespeople’s insatiable drive to advance their career, differentiate your company, and embrace the domino effect.   Your competitor’s top salespeople are grounded in industry knowledge, know the pain points your prospects have and what decision makers to target, and have a proven themselves to be successful in selling environments similar to yours.

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