Lately I have observed many sales teams living month to month. Sales leadership efforts are solely concentrated on making the current month’s (or quarters) number. Any longer term initiatives are shoved to the back burner. Typically, the team experiences a decent month followed by a poor next month. As revenue targets continue to grow, this approach becomes non-sustainable.

How are sales leaders balancing their efforts between living for today and building for the future? High performing sales leaders are managing their efforts / initiatives on a 1,3, and 6 month time horizon. When making decisions, they estimate the timing of the impact – will this effort deliver results in one month or less in 3 months or less or in six months or less?
The complexity and length of the sale cycle will determine just how quickly an initiative can deliver a return. Assuming a solution sale cycle of moderate complexity (3 – 6 months, multiple steps, multiple decision stakeholders) I have captured below potential sales initiatives and the expected timing of the impact. I have also limited the initiatives to those that a sales leader can most likely control or influence:

Impact in 30 days or less
- Removal of internal barriers (Example - improve contract approval process)
- Sales training (sales execution training, not product training)
- Sales manager coaching (manager to rep)
- Sales manager development (training sales managers to be more effective)
- Recognition programs
- Compensation spiffs
- Deal closing strategy sessions

Impact in 3 months or less
- Account planning
- Territory re-alignment
- Formal lead generation campaigns

Impact in 6 months or less
- Hiring and on-boarding new reps
- Bringing on a new partner / channel

Each morning, a sales leader should ask 3 questions:

1. What am I doing today that will bring immediate impact?

2. What can I do today to position ourselves for success 3 months out?

3. What can I do today to position ourselves for success 6 months out?

Sales teams will NEVER get out of the good / bad cycle unless they build an engine to HIRE and ON-BOARD top performers. Never forget that building a team of top performers is the only sure fire formula for long - term sustainable growth.

How are you / your sales leaders balancing your activities to ensure success in both the short and long term? Do you have thoughts on the 1, 3, and 6-month time horizon?