I'm about to move from being a outside sales IC to being the manager of the sales team. Over the past year and a half the team has had 8 months of no direct management and 10 months of an unfortunate hire. The team I will take over has one veteran sales person, with whom I have a great collaborative relationship, and three who are less than two months in the role and just starting to take on accounts after their enablement. I'll also be tasked with hiring several new salespeople and ramping them up.
The first rule it just fit in. But there isn't much structure at this point for me to continue. I would certainly like to put in place MT 1:1s ASAP (starting 3-4 weeks from introducing). Additionally I need to get the new hires off to a good start and coach them in their roles while also maintaining the sales forecast for cross function and upward reporting and collaboration.
So I think this is what I need to put in place.
- 30 minute 1:1s with each direct, not to be used for forecast/deal discussions unless they raise this in their section.
- 30 minute weekly team meeting with time for each team member to call out their current forecast, deals in/out, help needed.
- 1 hour weekly with each new hire to go over more deeply the deals they are working on, coach them and review progress. This is in addition to joining their sales calls to support them and reviewing their Gong recordings to help suggest improvements.
- For the veteran employee I think 30 mins weekly will be sufficient.
- Monthly team meeting for broader content, how we improve as a team, cross functional guest speakers, etc.
As there isn't much existing structure to fit into, and I need to pass off to the three new hires opportunities and relationships that I've been working, it seems to me that I should go ahead and get this all in place within the first 3 weeks.
I plan to use the MT Roadmap tool for the step by step introduction of the MT Trinity.
Any thoughts or suggestions? Any specific tips for making this more effective for sales management?