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Introduction to a Successful New Sales Leader Research

If you’re a new sales leader and want to know what the most successful new sales leaders do better than the rest, then you’ve come to the right place.

At SPI, over half of our new clients are sales leaders that have been in the role for less than six months. Many of them are hired from outside of their new company, and several have even been hired from outside of their new company’s industry. Leading a sales organization is one of the most difficult and riskiest jobs in the company. Expectations are always high and time is of the essence. You must ramp up fast and develop a formula to hit your number.

There are many things that you can do to help move the needle, but which activities and initiatives are the most important? The average tenure of any sales leader is about twenty-two months, which means that the odds of success are stacked against you. For these reasons, we set out to study successful new sales leaders. We wanted to better understand what those who beat the odds did better than the rest, as well as what those who failed miserably did to sink themselves.

We designed the survey and partnered with Selling Power magazine to collect responses from salespeople and sales managers who experienced a new sales leader and to share that experience about what that individual did and what the most successful ultimately achieved. Nearly one thousand people participated, making this the largest survey known of this kind. The results, which are available for download on our website, were very enlightening.

In summary, the best new sales leaders did the following.

They were very humble and demonstrated empathy for their teams. They also understood their buyers and they took the time to really understand what made their top performers successful. Once they had this information, they assessed their sales process and refined it, based on their understanding of the buyer and of their top performers.

After they updated their sales process, they could then implement better sales training to improve the execution of that process. Then, they established sales management cadence and, of course, implemented tools that enabled more successful sales execution. Finally, only after they did these things, did they get their sales coverage model right.

To learn more about the research and to download the full report, please click on the download button.

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