Derby Management's "Competitive Edge" Blog

For years now, I’ve talked, lectured, cajoled and beaten my salesguys into submission with The Derby Law of 3,000. In a nutshell, The Derby Law says that if you work 60 hours a week (I wish that I could find that job!), which is 3,012 hours, you immediately lose 25% due to holiday, vacations, and sick time. Without going into numbing detail, you lose another 40% of the remaining time due to non-sales activities since our data from now thousands of salespeople says that only 57% of thier available time is spent both preparing for and actually making the sales call.  All of this boils down to around 1,300 hours to actually sell…and now my question, as a manager, should be just how effective can I make my time and the time of my salespeople?  It would be great if I could hem 90% effective, which would be perfect, but sadly impossible. If, on the other hand, they’re only 50% effective with the time they have available, then I have a really big problem. 50% would be an impossible situation to resolve.  Might as well resign right away. 

Re-Plan, Reduce, Re-Create

In her 1967 hit, R-E-S-P-E-C-T, Aretha Franklin takes these Otis Redding lyrics to a new dimension as she blasts out “Re, Re, Re, Respect” in the middle of the song on her way to making this tune a landmark in the feminist movement, and what is often considered to be one of the best songs of the R&B era. I love music-any kind, any genre-from Timberlake to Usher to Eminem, to 40’s Glen Miller and Tommy Dorsey, but Aretha’s song has a special place in my tune-filled head, so it’s not unusual when I’m truly relaxed to find that some deeply hidden player in my sub consciousness suddenly just switches on and plays “RESPECT”.

Two weeks ago, I led the deal team to sell Hybricon, one of the companies where I was a director, to Curtis Wright, a multi billion dollar global corporation. A perfect match between the businesses and a great deal for everyone. This now brings my board activity down to six private companies, plus the time I put in as a director of two not for profit business associations. It sounds like a lot, but it really isn’t, and is about consistent with what I’ve done for the past 20 years including being a director of a public company.

Last week I was able to combine visiting one of my most engaging customers, Lake Sunapee Bank in the picture-perfect town of Newport, NH, with talking to my favorite economists, Brenda.

Just got back from my almost-daily early morning walk up and down the beach. Today looks like another overcast but pleasant day, but duty calls, and I’m off to the Boston office. Last Sunday, there was fog so thick that it was hard to see the ocean since it was just at that tipping point between fog, heavy mist and light rain-all of which made my daily search for sea glass impossible.

I happenned to be with Mike McEachern, the CFO of Brainshark, one of our favorite customers, the other day, and we got around to talking about plans for the weekend.  Among the countless normal “HoneyDo” tasks that all of us are faced with every weekend, Mike was making sure that he squeezed in sufficient time to put 50 miles on his road bike.  Mike has been a serious biker for a number of years now ever since he started participating in the Pan Mass Challenge, one of the biggest charity rides in the country.  In the winter, when the snow and nasty cold don’t favor his training requirements, he hits the ice every week with a local hockey team.  When I asked Mike why all the physical conditioning, the answer was simply, “Just to stay in shape.”

Q2-The Perfect Balance Point
Four months into the year is sufficient time to figure out and make decisions on what’s working and what’s not. With your budget and quotas firmly anchored down into the hearts and souls of every salesperson, every lead generator in marketing and every business development manager out scouring the landscape for new deals and new partners, it’s the perfect time of year to make decisions and firm up your plans for the second half.

Balance

We’re heavily experienced sales managers and heads of companies who have sat in the sales management seat numerous times and have been directly responsible for quotas, forecasts and detailed sales plans. We believe in process, metrics, integrated sales tools and detailed sales training through which we can provide 30%-50% increases in the productivity of a sales team.