This is an excerpt from my second book, Managing the Sales Process, available on You can find a series of these excerpts in a dedicated blog category to get a broad overview, post-by-post, of the book (they are listed in reverse order in the category, so start with the oldest).


So here we are at the last section of the book. So far we examined in Part I the right people to have in our sales force. In Part II we looked at what are the right things for them to be doing ─ salespeople by way of the process and sales management by way of holding salespeople accountable to that sales process.

The last piece of the puzzle, which we will explore here in Part III, examines what we need to do to establish the right sales culture by taking the right actions based on the things learned from the parts of the plan described in Part II. In other words, when salespeople are held accountable, what should be done as a result of what is learned?

When appropriate actions are taken based on the correct sales process and the metrics that fall out of that process, the stage is set not only for a highly optimized sales organization but also the intangible asset of a sales culture based on an atmosphere of success and upward motion for the team as a whole.

From Chapter 5 – ORGANIZATIONAL INTEGRITY – Taking Action on Accountability

What does it mean when the sales manager does what should be done and it doesn’t work?

When the sales manager has the right metrics around the right process, holds salespeople accountable, coaches them, motivates them, and tries to help them improve, sometimes it still doesn’t work and salespeople still struggle.

The instinctive question here is why. Why didn’t it work? Understanding why a salesperson struggles is important. Answering “why” will help improve future sales effectiveness. But there is a more immediate problem that needs to be dealt with first. “This time” needs to be addressed before “next time,” although, unfortunately, that is not always how it is done.

For an organization to have integrity around the management of sales, this is the point to act. For a sales organization to function well, accountability has to mean more than just knowing that there is a problem. It must mean also that action is taken on the elements of accountability.



Authors note (AKA shameless plugs)

So, this 7-step sales process and associated topics…. Yup, I write about that a lot. I’ve been working with it since I developed it about 25 years ago – in my own diverse work experiences, with my teams when I had them, and with clients ever since.

If you would like to develop you own personalized and customized, highly effective and efficient B2B selling system, here are some further steps you can take:

The Salesman’s Guide to Dating is a free or very cheap (depending on Amazon) Kindle book that walks you through the sales process using the familiar analogy of dating. It’s a good, fun and quick way to get your mind around the whole process and how the pieces fit together.

Building Your Sales Process (BYSP) is a free and very thorough exploration of the same 7-step process that will walk you through the development of your own customized, personal B2B selling system. When you are done, you will know exactly what to do to get new business.

The Momentum Selling System® is an inexpensive but very robust online sales training course that is similar to BYSP, but goes deeper into the concepts behind each of the steps, and also helps you develop a plan not only for the 7-step process but also addresses mindset, repeat business and client base management.

If none of that sounds right, I do personal coaching and offer a free 30-minute intake session so that we can both learn if it makes sense to work together 1-on-1. If this sounds interesting, click over to the coaching page on this site and sign up for the free session.

Here’s to your success!