You must have JavaScript enabled in your browser to utilize the functionality of this website. Enhance geniality with our Decline Sales Funnel Searching Money Time Management Ppt Icons Graphics. Last year, Zappos shocked the business world when it decided to adopt Holacracy, an organizational philosophy that removes power from management. But wherever you come down on the issue, one thing is clear: Zappos’ bold move is a crucial case study in the evolution of business management. The lessons from Zappos’ adoption of Holacracy are applicable for many business functions, but especially for sales.
One reason that sales management in general, and sales meetings in particular, may be ripe for reinvention is that the field of sales is itself in the midst of a sea change.
Jamie Domenici, Marketing VP at Salesforce, believes that these department lines will blur even more. This fluidity between all parts of the sales process has led many organizations to rethink how they manage and structure their sales teams. One of the major reasons Hsieh and Zappos adopted the Holacratic model was because they wanted to retain the innovation that set the company apart from the very beginning. The move to Holacracy was seen as a way to cut back some of this unwelcome growth to make way for the original spirit of excitement and ownership.
Anyone who has worked in the sales department of a quickly growing company can probably relate. Recently, HubSpot ? perhaps the platonic ideal of a fast-growing company with a need to keep sales performance nimble and scalable ? examined the way it ran sales meetings. Instead of scrapping their entire system for a revolutionary (and still-unproven) tactic, HubSpot opted to tweak their existing system to make it more flexible, personalized and scalable.
It’s worth noting that Roberge and HubSpot’s approach to changing their management evolution is decidedly un-Holacratic. Many experienced sales professionals contend that there’s a reason established hierarchies exist: They work. Even one of the leading lights of the Holacratic movement, serial entrepreneur Brian Robertson, understands the appeal of traditional management structures.
A world in which most sales teams adopt a Holacratic model (or even something much less extreme) is still a long way off. The answer is to use data and creativity to design a sales process that encourages ownership, hardwork, and individualism without sacrificing the fundamentals of a system that has been proven to work over decades of use.


Get InsightSquared's latest Sales & Marketing Analytics blog articles straight to your inbox. Mike Baker is the Content Strategy Manager at InsightSquared, where he helps distribute original eBooks, articles and guides about data-driven sales and marketing.
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A Procrastination Definition Sep 21, 15 03:01 AMWhat is an adequate procrastination definition? In an email to the rest of his company, Zappos CEO Tony Hsieh outlined the precepts of Holacracy, detailed the ways its adoption would change the company’s operation, and finally offered an ultimatum for employees: embrace Holacracy or leave Zappos.
Some saw the fact that 15% of Zappos employees immediately left the company as a sign that the move was a bust before the ink even dried. And now that the dust has settled on the big gamble, it’s the perfect time to talk about the lessons from it. Inside Sales is quickly replacing the traditional Field Sales model, and the role of sales rep is morphing.
Well, for one, it means that sales is no longer nearly as insular or siloed as it once was. This is closely related to the fact that young, growth-stage companies (like Zappos) have an urgent need to make sure their management structure facilitates growth, instead of stifling it. As the sales team grows, new policies, procedures, and tools are added to keep everything from spiraling out of control. The marketing automation company grew incredibly quickly, increasing its sales team from one person to more than 200 in a matter of years. When we interviewed Mark Roberge, Chief Revenue Officer at HubSpot, he talked about the importance of clearly defining and separating meetings, and of ensuring that the sales department worked closely with much of the rest of the company.
The bigger a sales team gets, the easier it is for meetings to become overly complicated and general.
Sales managers should be responsible for the development and training of a small number of reps, and should have tailored plans for each of these reps, based on their strengths and weaknesses. Junior sales reps should have more frequent and lengthier meetings than their more seasoned counterparts.


As sales teams scale, it becomes even more important for managers to create tailored plans for all of their reps instead of a one-size-fits-all approach that leaves young reps hungry for more training and experienced reps just wanting to be left alone. Instead, most modern sales teams are more likely to follow HubSpot’s approach: tweak an existing system in an effort to make it more nimble, scalable and democratic. Few businesses are as willing to upend their entire structure as Zappos, and few sales teams can afford to take a month or quarter off as they learn the intricate vocabulary and byzantine meeting procedures of Holacracy. In our our study of more than 100 inside sales teams, we found that inefficiencies and incorrect assumptions can easily derail otherwise successful sales teams. When neither Holacracy nor complacency is a viable option, how can sales teams continuously improve execution? Because the long term goals are articulated into smaller, more bite-sized building blocks; that they feel more in control and more accountable for their goals. Other outlets viewed the company’s audacity (and Hsieh’s brazenness) as an indicator that the company would be continue to be a successfully disruptive force in the industry.
Regardless of industry or business size, most sales teams are structured identically: sales reps report to managers who report to directors who report to VPs who report to CEOs. Field reps are returning to the office and working more closely with the marketing and customer service departments, which means that the old model of sales existing as a company within a company is rapidly aging.
Sometimes these additions serve the greater good by keeping reps and managers on the same page.
Sales leaders need to fight this tendency by having meetings with fewer reps at once, and by focusing on a small number of topics and skills. Sales VPs and managers often exist to shield reps from criticism, unnecessary meetings and distracting organizational decisions. The sales department of most modern businesses is now deeply enmeshed with the rest of the company. In other cases, these “layers of bureaucracy” simply add hours of standing meetings and procedural red tape that get between salespeople and selling.
Indeed, many sales reps have become so used to being managed that they can’t (and don’t particularly want to) imagine a world where all business decisions are made by groups on equal footing.
Instead, Roberge and his cohort of managers made an effort to schedule meetings as far in advance as possible and keep them as small as possible.




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