Winning Together

How to win as a team

Managing Customer Success, Client Success, and Sales Teams can create unique challenges based on the myriad of different factors. The only way to deal with this is to note the issues, observe employees’ workflow, have regular meetings that are reflective engagement and participation, and have self-reflection. The crux is to create regular engagement with your team to reflect and take steps to keep doing what works and tweak anything to make it better. 

What does success look like in practice? 

How do we define success? Success is determined by the team you have. If you start a new team, reach a consensus on what success is to your team so that everyone buys in, and there are no excuses for failure. Attainable goals are the foundation of successful organizations. Don’t create goals that are softball lobs; create goals that require skill to knock out of the park. 

1. Daily target revenue. For example, I used to post daily sales in the morning Slack channel. The idea is to motivate your team and to keep them hungry. Our regular goal was only 5k to start. Then, it went to 6k per day and increased with each year of growth. 

2. Do you check the quality of emails? There should be a fixed number of emails randomly checked with an agreed-upon pass percentage. For instance, my sales team decided that 25 emails will be reviewed at random every day, and they could only afford to miss 3. Anything under 22/25 was considered unacceptable. 

3. KPIs should be easy to understand and presented in many formats, e.g., a video explanation or a shared document. Here are some examples I used for sales teams:

    1. Affiliate links sent out per day (week/month)
    2. Conversions per link
    3. Total number of leads (touches)
    4. Conversion percentage
    5. Total revenue
    6. Calls made
    7. Email reaction time

4. Monthly performance reviews are a part of any organization’s standard practice. 

5. Stay close to your team. This means regular contact, whether it is via Slack or you are in the office. Establish rapport with them. 

There are other factors to measure success, and you will need to customize, borrow, or copy to make your own. It’s much better to create your own to match your team. There isn’t a one-size-fits-all to make these goals attainable and relevant to each member’s roles, and they should be flexible to a degree. 

Think and Reflect

  1. Can you think of any other items that could be tracked and measured from your team? 
  2. Will your team agree with these items, or will there be some dissent? How can you persuade dissidents to buy into your idea? 

Here is a list of questions for reflection by all team members. Use it at an end-of-year thought experiment, or in the middle of a slumping quarter to booster morale. Items that require this much thought should not sprung on someone in a meeting. Instead, they are submitted at least 24 hours in advance to allow team members up to a week to prepare profound answers. 

  1. Objectively, what is the company pulse? 
  2. What is a threat to the company? 
  3. What skills are we lacking? 
  4. Where would we like to go? 
  5. If ad spending disappeared, how would we market our products and services? 
  6. What is working efficiently and effectively?
  7. How do we break old habits? 
  8. How do we define greatness? 
  9. What skills are we not using? 
  10. Can we invest funds somewhere?
  11. What if we hit the red? 
  12. How can you make yourself redundant? 
  13. What does the opposite look like?
  14. What does the 80/20 rule look like with our company?