Four Mistakes Companies Make When Hiring Sales Leaders

Posted by Andris A. Zoltners, PK Sinha, and Sally E. Lorimer on Wed, May 08, 2019

Any company that relies heavily on salespeople naturally wants a highly qualified person to lead the sales force. Judging by the modest tenure of sales leaders in their role, according to recent LinkedIn data, something is amiss. Looking at 150 past sales leaders (VP of sales or equivalent role) at the 100 largest U.S. manufacturing companies, one in four lasted in the job less than two years, and half lasted three years or less.


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Why New Sales Managers Need More Training

Posted by Andris A. Zoltners, PK Sinha, and Sally E. Lorimer on Mon, Mar 18, 2019

Most sales leaders would agree with what one sales vice president once told us: “If your first-line management is broken, the entire sales force will be ineffective.” Yet many companies don’t do enough to develop their sales managers.


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What Sales Leaders Need in Order to Excel Over Time

Posted by Andris A. Zoltners, PK Sinha, and Sally E. Lorimer on Mon, Jan 21, 2019

Many countries have term limits for their leaders. The premise is that term-limited politicians will spend less time campaigning, amassing political power, and catering to special interests. Instead, they will focus on making policy, working for their constituents, and bringing fresh energy and ideas to government.


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Are Sales Incentives Becoming Obsolete?

Posted by Andris A. Zoltners, PK Sinha, and Sally E. Lorimer on Mon, Aug 07, 2017

To motivate, manage and reward B-to-B salespeople, many companies use sales incentive plans that link large commissions or bonuses to individual results metrics, such as territory quota achievement. As digital channels continue to reduce and redefine salespeople’s role in customer buying, these traditional sales incentive plans are becoming less effective at driving sales outcomes.


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Why Sales Ops Is So Hard to Get Right

Posted by Andris A. Zoltners, PK Sinha, and Sally E. Lorimer on Tue, Jan 20, 2015

According to Spin Selling author Neil Rackham, when Xerox first established a sales operations group in the 1970s to take on activities such as sales planning, compensation, forecasting, and territory design, the group’s leader J. Patrick Kelly described his responsibilities as “all the nasty number things that you don’t want to do but need to do to make a great sales force.”


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