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Challenge/Change of running a remote sales team?

I am trying to understand what are the changes others are observing in leading a remote sales team and how they are addressing it? Here are some of my observations, would love to hear what's the order of importance/magnitude you are seeing:
- Chatter & energy of a sales floor
- Peer-learning (was this an important aspect for your team earlier)?
- Live coaching by sitting next to them

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    • Profile picture of Colin Campbell
      @colin-campbell
      ( 0 POINTS )
      1 month, 2 weeks ago

      Hey @wingwoman!

      There’s a pretty good thread over here on this, with some helpful thoughts: https://www.saleshacker.com/community/users/olivier-salesenabler/activity/17772/

      I’d love to hear more about what you’re doing to try to make up for the lack of sales floor energy, or if you’ve found that’s even necessary.

      • Profile picture of Shruti Kapoor
        @wingwoman
        ( 420 POINTS )
        1 month ago

        Thanks Colin, I did read that before posting. I think a lot of focus has been in re-creating the in-person world in the remote scenario. I feel there is a lot more that can probably happen if people were to look at things from a remote-first perspective.
        E.g. its not about creating water cooler chatter in a remote environment but creating a space for banter and learning about the team in a non-work context.

        • Profile picture of Colin Campbell
          @colin-campbell
          ( 0 POINTS )
          1 month ago

          @wingwoman that’s a really interesting point “remote-first perspective”.

          I think I can speak to that, since Sales Hacker is and has always been a 100% remote company.

          We don’t have a sales “floor”, every employee knows they’re applying for a remote role, and @scott-barker manages all our partnerships at the moment, but here’s what I’ve learned since joining Sales Hacker ~2 years ago:

          1) A remote-first perspective makes hiring different. You need to hire knowing that you won’t be able to coach or assist with the actual motions of somebody’s role as you would be able to if they were sitting next to you. You’re looking for people who don’t need it, and not hiring for potential – hiring for people who can fully carry the weight of the role themselves right now.

          2) It requires more trust. Being far away physically and less able to see/hear what employees are doing means I need to trust them, and hold them accountable for outcomes, not actions.

          3) It requires solid systems. We use Asana to track every single piece of work that gets done. I don’t ask my teams for updates, because they all use Asana, and I can look at their schedules to understand what they’re working on and realign on priorities at any given moment (if I need to).

          From a morale and team-bonding perspective, we also “waste” time in meetings talking about our lives. We encourage employees whose work isn’t clearly connected to set up recurring 1:1s anyway, just so they can talk, know each-other, and share ideas, or vent.

          We also try our best to get together 3-4 times a year in person for some fun, and higher-level strategic planning. Obviously this part is harder right now, but we have an “offsite” tomorrow, where we’re going to take a swing at it.

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