Strategy, tactics and Monday sales meetings.
The alignment between strategy, tactics and Monday sales meetings is not always clearly understood.
We remember the difference between strategy & tactics – strategy defined as “doing the right things” while tactics is “doing things right.”
And when they meet – when you’re delivering the right things – you know. Everyone knows. And you all know pretty much immediately.
And that’s what Monday sales meetings are for – communicating how close to perfection you’re getting with regards to execution. They review tactical execution, not strategy.
In fact, if there’s just one topic to cover with the team each week, it would be this.
“What productivity barriers have you encountered as a team and how should we plan to remove them?”
Monday sales meetings ensure that both manager and individual contributors are kept up to date on the “how”, not the “what”. At the end of it, someone will take an action to remove a generic productivity barrier - and report back the following week on what’s been accomplished.
The last thing anyone wants to hear in a Monday sales meeting is the minutia of each rep’s week. If that’s how you run your Monday sessions, assume that 80% of your team is tuned out for 80% of the time. (And the ones that aren’t tuned out are lining up to be your successor when you miss your target once too often.)
And Monday sales meetings don’t release managers from the daily routine of a 15-min sidebar with each direct report to make sure everything’s in place for a productive day. Those daily 1:1s are led by the rep and her action plan for her day, and shouldn’t need to look at a bigger picture.
If you believe strategic alignment between your tactical sales team and the company’s corporate objectives need to be reviewed, that’s a whole other activity.
But call these monthly alignment meetings, or quarterly business reviews, and focus upon a red/yellow/green stoplight approach to understanding your achievements against KPIs. They’re not your Monday sales meetings.
Which brings us neatly to strategy and how that relates to Monday sales meetings.
It really doesn’t.
Strategy has already been defined by the senior leadership team and implemented into some kind of multi-year plan.
Executing that plan meant that amongst other things they hired the right types of sales people, allocated the right resources to specific markets and products and services, sorted out a compensation model to drive the right behaviour and installed the right internal IT systems to measure and support the tactics required to deliver the numbers.
Somewhere in these IT systems will be access to measurement of specific KPIs and these KPIs passed down as objectives for sales management to deliver against.
And you’re driving your team against these KPIs on a monthly basis.
If you don’t have KPIs - or an effective way to measure them on a daily basis - then you cannot be effectively aligned to the corporate strategy, and your tactical manoeuvres will consist of ways to overcompensate in order to be certain to reach your goals.
But with correctly aligned and easily measurable KPIs, you’ll be on track with corporate objectives and will know when you need to correct your course.
And Monday sales meetings will become a source of great pleasure as you and the reps align to deliver perfect execution. Together.
Methodical ramblings after twenty-five years in Sales, Marketing and SalesOps.