When your sales staff is expanding, it’s exciting. It indicates that you and your reps have been performing your duties by reaching revenue goals and closing sales. This does not imply that team growth is simple. Teams that expand quickly risk becoming victims of their own success. The administrative burden placed on reps increases, new recruits overwhelm management, and security measures that were effective for a small sales staff may not scale adequately.
RisePath brings you a list of the 11 most typical growth pains, along with some solutions, to help you redirect your team’s attention away from the anxiety of scaling and back to selling.
1. Your team isn’t maintaining their CRM since they’re bogged down with tedious administrative responsibilities.
For sales teams, it’s simple to become mired down in tedious, pointless chores. The more sophisticated the process and the more complicated the tools, the more opposition you’ll come up against.
The simplicity of a method and whether it will genuinely help salespeople complete more deals will determine whether they will adopt it.
You need a CRM that your salespeople will love using, can learn quickly, and will consistently and properly update (like RisePath CRM) if you want to accomplish this and scale quickly.
In other words, you’re looking for a system that makes the job of the salesperson easier, directs their attention to the relevant tasks, and does away with pointless administration.
2. You cannot accurately assess how well your team is performing.
Accurate and usable tracking is a requirement for quality sales performance management. How can you possibly set objectives that will enable your team to succeed if you are unable to assess how they are doing?
You require a transparent and simple assessment of the effectiveness of your sales force. Data should be your friend when it comes to developing goals since it will help you create practical, activity-based objectives that will both challenge and inspire your team to increase sales.
With RisePath Sales, you can even evaluate your team’s performance while on the go and modify your objectives and business transactions.
3. You’re having trouble getting your staff to consistently use your sales process
You’ve created the ideal sales procedure. It has been thoughtfully designed to streamline sales processes and increase productivity among your sales reps. However, there is one significant barrier on your path: sales process adoption.
If you want to scale quickly, creating a consistent sales process is crucial. But this is increasingly challenging the larger the firm becomes and the more sales teams you have to oversee.
When tools and procedures are used inconsistently, things can become chaotic and deals can easily get lost in the confusion.
Your teams must trust and believe in your sales process, and you need the appropriate tools to back it up. The simplicity of a method and whether it will genuinely help salespeople complete more deals will determine whether they will adopt it. You must work toward a method that results in repeatable success.
4. Again, your forecast is inaccurate.
Every sales manager is aware of the value of a precise revenue estimate, but a great number of them still struggle to do so. Missed targets are caused by inaccurate forecasting and team expansion projections, which can jeopardise your sales success.
You must start confidently forecasting and maximising your revenue and be able to segment your prediction by both teams and individual reps. Setting and attaining your sales goals depends on a carefully thought-out revenue estimate.
5. Your IT compliance and data security aren’t quite up to par
Do you occasionally experience a dreadful sense of impending data disaster? Do you get the feeling that something is wrong every time you go into your CRM? What about the salesperson who just left? Or perhaps the new employee with access to that secret government deal?
It becomes more challenging to exert control over the data that sales representatives have access to as your firm expands and your sales teams proliferate.
To take control of the data in your CRM and make sure information is only exposed to people for whom it is intended, you need consolidated access, improved security, and customizable (and varied) permissions settings. To protect your company and ensure that you can sleep at night, you must have the appropriate security solutions in place.
6. Setting equitable compensation and uniform policies for many places is difficult for you.
Teams from diverse areas have varied motives, expectations, living costs, and work cultures, making it challenging to strike a balance between “fairness” and “policy.” You need to create company-wide norms and processes, maintain a consistent sales process, and leave enough room for reps to take initiative and handle their own challenges.
An ongoing issue is compensation. Each team evaluates its compensation and benefits in comparison to those offered in other nations, regions, and cultures.
While it is your responsibility to establish a solid core policy that ensures uniformity across all of your teams, you must delegate control of the specifics of those rules and compensation to your regional managers. After all, those managers are more familiar with their teams, locations, and cultures than you are.
7. Team communications are deteriorating.
Communication inside your sales organisation is challenging. All of your new hires are unknown to you, you don’t regularly meet with all of your teams, and representatives on distant sales teams are unaware of your existence.
Although you don’t want to be completely present, you do want your teams and regional sales managers to be able to work without your guidance. In a large sales company, when communication breaks down, your teams may begin acting independently because they believe you are not paying attention to them. That might lead to a breakdown in the sales process, disgruntled salespeople, and missed goals.
You must ensure that you regularly interact with everyone on all of your teams. Your teams need to feel heard in order for them to stay focused on their tasks and missions. Plan a video conversation with the staff if you are unable to meet them in person. Naturally, you should also be monitoring everyone’s progress toward their goals in the CRM and getting in touch with them when and if you notice an issue.
8. It’s challenging to promote competition without igniting conflict.
Although beneficial, competition may quickly turn sour—especially among salespeople, who are by nature aggressive. Your sales reps are bickering, competing with one another for leads, and failing to function as a cohesive team, making it difficult for you to prevent competitiveness from developing into a disagreement.
You need a technology that will enable you to gamify sales without competing sales representatives from the same sales team. Consider making the sales process more enjoyable. Set up a leaderboard in your CRM and let teams compete against one another if you oversee many sales teams.
If you are the manager of a single team, you may reward teamwork by giving each rep a bonus when the team’s sales goal is reached.
9. The cost of hiring, onboarding, and training is ongoing.
It’s challenging for a manager of a quickly expanding sales organisation to meet the need for fresh salespeople. Training new reps is expensive and time-consuming. Another risk is that they might depart before they pay back your training costs.
You must locate, inspire, and retain the best representatives for your company. So they can begin contributing to your team’s success, you must onboard them as soon as you can.
Leveraging your sales process, which should provide a clear picture of the tasks a rep has to perform to meet their targets, is one approach to help new recruits get up to speed quickly. Use a CRM that is intuitive and simple to use so that new reps don’t have to spend a lot of time getting up to speed.
10. Changing headcounts and hiring new reps have an influence on your predictions and goals.
It appears that after you recruit a new person and get them up to speed, they’ve already got one foot out the door because sales is a job with a high turnover rate. When you’re continuously losing reps and employing fresh faces, it seems impossible to anticipate income accurately or set targets for it.
No matter how the personnel situation is, you need a tool that will help you forecast accurately. The key here is a CRM with a forecasting capability. You will be able to forecast as soon as a rep gives notice, and you may alter targets to account for it, as long as your reps are entering their information into the CRM.
11. Your team and you are swamped with administrative work.
Because you have a larger workforce, you also have a great deal more administrative work. When they ought to be selling, your reps are also being bullied by administration. Even worse, because admin work is monotonous and dull, your reps will make mistakes that they will then have to go back and fix.
It’s time to seek assistance from the equipment. By delegating labour-intensive duties to robots, workflow automation enables teams to scale up while letting you concentrate on your strengths, such as selling or leading a sales team.
Easily and quickly scale your team’s operations
A rapidly expanding team might quickly become overwhelming. It’s simple to feel that you have too much work to do or that your teams are slipping through your fingers. But it’s not necessary to be that way.
You and your reps don’t necessarily need to work harder just because your team is larger. Instead, you must work more intelligently, utilising procedures and equipment that facilitate quick training of new reps, eliminate administrative tasks, and encourage healthy competition among salespeople.
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