Sales Pipeline

Over the last month, I’ve been having conversations with CEOs of companies that we work with and our Board advisors—and we’re hearing from them that a headwind is upon us. One of the advisors is on the Board of a ball-bearings company that goes into ocean liner freight ships. The long and short of it is that the shipping industry is one of the leading indicators to the health of the global economy. The Canadian economy is already slowing down, and the US economy is soon to follow.

How does this affect you?

As a sales leader, you’re ultimately going to be crafting business plans today without full visibility of what the CFO and your customers are thinking. You might be in for a rude awakening from your CFO because customers are going to slow themselves down as well.

You may not have the big coffers to hire every big talent, or to roll out every tool and ambition you want. This means you have to do more with the sales reps already on staff. So how do you get more with what you have?

If you use a military analogy, there are “times of war” and “times of peace.” Sales leaders: this blog is an early warning sign to you that we’re now entering a “time of war,” economically speaking.

Great sales leaders find ways of creating more yield and throughput with the teams they have during “times of war.” You need to put on the armor and fight harder than you’ve been doing over the last 10 years.

What can you do?

1. Start having more in-depth conversations with your CFO and customers.

Don’t get caught off guard when your budgets aren’t approved.

2. You really have to start analyzing your team. 

Identify your A players, B players, C players, and so on. Think about what you can do from the skills and capabilities perspective to improve their performance.

3. Find partners who can help you achieve more. 

I’ve written so many articles about this, but working with a consulting or training firm that can create more pipeline with your team is exponentially cheaper and more effective than hiring one or two new sellers for the same cost. Think about it: you’re compounding that yield across 50, 100, or 500 sellers. And with the economy predicted to be heading downward, you’ve got to find ways to achieve more productivity with what you have.

Jamie Shanks

Author: Jamie Shanks

Jamie Shanks is a world-leading Social Selling expert and author of the book, "Social Selling Mastery - Scaling Up Your Sales And Marketing Machine For The Digital Buyer". A true pioneer in the space of digital sales transformation, Jamie Shanks has trained over 10,000's of sales professionals and leaders all around the world.

Leave a Reply

Login First!

Related Blogs

Jul 28, 2019 2:00 pm
Are You Building Pipeline in Squads or Pods?

Over the last couple of years, many of our customers have been asking us to identify the go-to-market strategy, and specific execution points, around selling in teams. Some companies call it squads, some companies call it pods – but ultimately Aristotle’s definition of synergy – which states that the whole is greater than the sum … Continue reading “Are You Building Pipeline in Squads or Pods?”

Jul 25, 2019 12:02 pm
Pipeline Creation: Strategy Crushes Tactics for Breakfast

Every month I do a mentorship call with Matt Sharrers, the CEO of Sales Benchmark Index. During these calls, I’m working on my business, as both an investor and CEO,rather than working on the tactics.

Jun 13, 2019 11:00 am
TAM – The First Step Every Territory Sales Rep Must Take

There’s no question that sales pros—especially territory-based sellers—have a weakness in a key skill. Let me explain, these sales pros are typically given a geographic territory or a specific vertical – but their weakness is that they lack the understanding that they need to treat their territory as if they’re the CEO of that territory.