Additional Tool: Sales Dept. Checkup

EOS Sales Department Checkup

Purpose:

This document summarizes the EOS "Sales Department Checkup" tool, its purpose, components, and implementation process. The goal is to provide a concise overview for understanding and utilizing this tool for assessing and improving sales department performance.

Core Concept:

The EOS Sales Department Checkup is a diagnostic tool designed to identify "stress cracks" and areas for improvement within a sales department. It stems from observations of the differences between high-functioning sales teams and those that are struggling. The checkup helps determine if a sales department possesses the key attributes common to successful teams. It's used during Quarterly Pulsing sessions when issues are noticed.

Main Themes & Components:

The Sales Department Checkup is structured around eight key areas. For each area, the leadership team collectively determines if they can honestly answer "YES" to having that element in place. A "NO" answer signifies an issue that needs to be addressed. The eight areas are:

1. A Sales Manager: Having "One person accountable" and ensuring that the sales manager is the "Right person, right seat" (RPRS), meaning they Get, Want, and have the Capacity (GWC) for the role.

• "Right person, right seat. They GWC the sales manager seat."
• This emphasizes clear accountability and ensuring the individual is a good fit.

1. A Clear Marketing Strategy, Plan, and Materials: This includes a defined "Target market/“The list,”" "3 Uniques™," "Proven process," and a "Guarantee".

• Video source: "This is the hallmark of a great sales function that you've got a target market. You're all 100% on the same page with who your ideal customer is and you've got the list built...You have a great set of three uniques that make you different and better than the competition in the minds of your target market."
• Highlights the importance of a well-defined and communicated marketing foundation.

1. A Clear Sales Process: A "Documented, simplified" process that is consistently followed ("FBA"). This is a repeatable, understandable process for all salespeople to follow.

• Video source: "Make sure everybody in the organization is following that sales process."
• Underscores the need for a clear, documented, and adhered-to sales process.

1. Your Sales Culture and Approach Defined: Defining whether the focus is on "Transaction vs. relationship," clarifying "Salary vs. commission" structures, and identifying whether you are selling a "Product/service/commodity/experience"

• "Decide and be consistent."
• This stresses the importance of making explicit choices about the sales approach and ensuring consistency.
• Video source: "So, are we selling transactionally or are we focusing on building a long-term relationship? You can't have both. So, are we clear on what we do? And do we communicate consistently in the marketplace? Are you a salary oriented sales organization, commissions, some combination? Is everybody clear and on the same page? Are you selling a product, a service, a commodity, or an experience? Again, you've got to choose one."

1. Managing the Numbers/Activity: Tracking key performance indicators (KPIs) "As early in the sales process as possible" and "Using a Scorecard" to monitor progress.

• Emphasizes data-driven management and early identification of potential issues.
• Video source: "So, as early in the sales process as possible. You are tracking the things that lead to future results, winning new business, getting orders from existing clients, and you're using a scorecard."

1. The Right People in the Right Seats (RPRS): Ensuring alignment with "Core values" and that individuals "GWC the five roles in the seat." *Video source: "Do they all share the core values fit your culture like a glove? And do they all GWC all five roles in their seat on the accountability chart?"

• This reiterates the importance of cultural fit and role suitability.

1. Minimum Standards Clear with All Salespeople: Having "The rules of the game" defined, including expectations for "Numbers, sales volume, Core Values, five roles, etc." Ensuring everyone has a number to hit. *Video source: "They must all follow the rules of the game. Core value GWC the five rolls in their seats. They've got to set and complete rocks that move themselves, their team or the organization forward. Are they all hitting their numbers, achieving sales volume goals, etc."

• Highlights the need for explicit expectations and accountability.

1. Absolute Consistency: Maintaining consistency in "Process, message, materials, Meeting Pulse™, etc." Each person has a "V/TO™"

• Video source: "Each salesperson has a VTO. This is something we've noticed in high functioning teams is that if a salesperson can think about his or her book of business as an entrepreneurial opportunity, have a clear vision for what they're trying to accomplish, it can help them achieve a greater vision."
• Emphasizes the critical role of consistency in sales execution and overall performance.

Implementation Process:

1. Preparation: Review the Implementer Guide and watch the Sales Department Checkup video.
2. Team Assessment: The leadership team goes through each of the eight areas, one at a time.
3. "YES/NO" Evaluation: For each area, each team member answers "YES" or "NO" regarding whether that element is in place. All must say yes.
4. Issue Identification: If there's a "NO," facilitate a quick discussion to identify the underlying issues.
5. Issue Listing: Add any identified issues to the Issues List for later resolution.
6. Resolution: Address the identified issues during the IDS (Identify, Discuss, Solve) portion of the session to get the sales function "back on track."

Key Takeaways:

• The Sales Department Checkup is a straightforward, yet powerful tool for identifying weaknesses in a sales department.
• The "YES/NO" format facilitates clear and direct assessment.
• The process emphasizes team alignment and open discussion.
• Addressing identified issues is crucial to improving sales performance.
• A nervous department head can indicate underlying issues with the sales department.

This briefing document should provide a solid understanding of the EOS Sales Department Checkup. Remember to consult the original materials for complete details.

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