Senior leaders have great confidence in their ability to develop innovations, say the authors, but not in their ability to commercialize them. This may result from a lack of formal processes and effective talent-management strategies. Steenburgh and Ahearne suggest a new approach: Assess the skills of your salespeople systematically. Train them for knowledge and resilience rather than focusing on a product’s bells and whistles. Create a psychological profile of the ideal buyer. And assign strategic account managers to your most important customers. When new products are launched, the authors write, the best companies are strategically aligned, from the sales force to the C-suite. HR creates competency maps and works with sales managers to establish training and coaching programs. Frontline sales managers support the learning process that their reps go through in the field. And top leaders make sure that pressure to meet earnings targets doesn’t stand in the way of future growth.
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