The role of a sales leader is the most difficult one in business. Not only because this individual’s results are plastered on the wall in black and white for all to see, but also because this role sits in between the three most demanding stakeholders in the organization – the customers, the salespeople and the board of directors/senior management.
However, sales is also the most important business discipline there is. Predictable, profitable revenue growth fixes almost every other problem in business.
A board of directors needs a positive, collaborative relationship with the head of sales, however this The relationship can be a tenuous one. In my experience, many board members come from a financial or operational background as opposed to a sales discipline, which instantly introduces challenges to an already complicated dynamic.
As a board member, you are responsible for holding management accountable for results and validating theirs strategic plans, while at the same time supporting them in any way you can in their pursuits.
Here are four pivotal questions that every board of directors should be asking their sales leader to ensure the organization is on a path to sustained growth and success.
#1 –Does Our Current Sales Strategy Align with Our Overall Business Objectives?
The first and perhaps most fundamental question revolves around the alignment of sales strategies with the company’s broader goals. This question isn’t just about ensuring that the sales department is working towards the same objectives as the rest of the company; it’s about understanding the relationship between sales activities and the overall vision of the organization. Sales leaders should be able to articulate not just the targets and numbers, but how their strategies support the company’s long-term goals, be it market expansion, product innovation, or customer retention. The strategy must be focused on helping the ideal client profile achieve a desired business outcome that is meaningful to the.
This alignment is crucial for continued growth and ensures that the sales team’s efforts contribute meaningfully to the company’s success.
Since the sales organization is often the rudder that steers the ship – we need to make sure it’s pointing in the right direction. In many cases they are the primary voice of the customer back into the organization.
#2 - What Key Challenges and Opportunities is the Sales Team Facing, and How are We Addressing Them?
This question shifts the focus to the operational level, probing into the practicalities of the sales team's day-to-day activities. It acknowledges that the path to achieving sales targets is fraught with challenges, be they from the competitive landscape, shifting market dynamics, or internal constraints. However, within these challenges lie opportunities. A robust discussion on this topic provides insights into the sales leader’s ability to identify these opportunities, adapt strategies, and navigate obstacles. It also sheds light on the resilience and agility of the sales team in the face of adversity. Lastly, if there is a challenge or opportunity that requires resource allocation to deal with (or take advantage of), the board can weigh in on the potential business case.
#3 –Are We Leveraging Technology and Analytics to Optimize Our Sales Processes?
In today’s data-driven world, this question is a must. It’s not just about adopting the latest CRM tools or business intelligence software; it’s about how these technologies are integrated into the sales process to optimize performance and drive strategic decisions. The answer should encompass not only the tools themselves but also how data is being used to understand customer needs, predict market trends, and tailor sales approaches accordingly. This integration of technology and data analytics is crucial for maintaining a competitive edge and enhancing the efficiency and effectiveness of the sales team.
#4 – How Can We Help?
It’s important as a board member to balance the inspection aspects of your advisory role by adding value to the sales efforts of the organization. Most board members are successful businesspeople with strong networks, so an introduction can go a long way in opening a door or bolstering credibility during a sales process. I have even seen some instances where each board member was assigned a sales or lead quota as part of their role with the organization.
These four questions help ensure constructive dialogue between the board and the sales leader of the organization which will help drive the business forward. They ensure that the sales strategy is not only aligned with the company’s objectives but is also resilient, data-driven, and effectively monitored. By regularly engaging in this dialogue, boards can provide meaningful oversight and support to their sales leaders, paving the way for sustained growth and success in a constantly competitive B2B environment.