![]() This is especially critical now as the consumerization of B2B buying has forced a major reboot in the skills, tools and processes needed to thrive in the current and postpandemic world. Determine whether your current team has the skills or willingness needed to support your vision for sales. Benchmark sales’ functional maturity and develop a strategic plan that prioritizes pressing external and internal issues along with achieving enterprise goals.ĭuring your first few months, treat each interaction with a direct report as an assessment. It’s also about determining functional priorities to develop your strategic plan. ![]() This phase is about evaluating current sales team performance, initiatives and structure and how well-aligned these are to new buying realities. The initial (and very brief) “honeymoon” period presents a high-leverage time to advance your agenda. Mitigate the risks of your transition by clarifying the mandate for the role and business priorities. ![]() Regardless of your professional background, this is your best chance to gather information about your new role and organization. It’s how you make those decisions that will also set the pace for your leadership cadence and style. The world moves too fast to get a 3-month break from the commercial sprint. Decisions will certainly need to be made during this time. Instead, take this time as a great opportunity to learn about the customer ecosystem, the organization, your peers, the commercial function, the products and your team. For a smooth and successful transition, follow these five steps during your first 100 days: Prepare, assess, plan, act and measure.ĭownload guide: First 100 Days: A Guide for New-to-Role Heads of Sales Five key phases for new-to-role CSOs Phase 1: Prepare (Days −10 to 15)Īs a new sales leader, the first 100 days are full of opportunities to make rushed mistakes with long-lasting performance implications. This is the case whether you’re a first-time CSO or a seasoned sales executive joining a new organization. “It can be hard to rebuild trust and turn momentum back to positive if you start off on the wrong foot. They set the tone for your tenure,” Boulden says. Too often, new leaders take on more than they can handle and commit to change before understanding their internal and external ecosystems, including what the world needs from your company as well as the company’s people, processes, politics and priorities. With the myriad challenges, opportunities and targets a CSO has to deliver and an often-innate driver style, it’s really easy to be all speed and no vector. As one sales head put it, you have to ‘go slow to go fast.’ That’s especially true now.” ![]() “They said they wish they had taken more time to be thoughtful and strategic in their planning when they first stepped into the role. “We heard that advice time and time again during our many conversations with CSOs,” says Maria Boulden, Vice President, Executive Partner at Gartner. And it’s the hardest thing to do in a world reeling from pandemic impact and tectonic shifts in buying behaviors. 1 piece of advice from chief sales officers (CSOs) to their newly minted peers. ![]()
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