Do you know where you need to take your team in the near and long-term future? If called upon, could you easily and clearly communicate these goals to any and all interested parties? Let’s take a look at some sales management tools to do just that.

Mission and Vision Statements

In essence, you have just constructed the foundation of a mission statement and a vision statement for your sales organization. Surprised that you need them? You may have thought that these directional statements are only for the organization as a whole. The truth is, exceptionally well-run companies have a mission statement and a vision statement for every department. There are two important considerations when constructing directional statements. First, they must be aligned from your sales organization up through the overall corporate statements. Second, they must support the coordinated long-term approach to a vision of success. Let’s take a look at these two powerful statements.

Mission Statement

A mission statement is intended to reach the same audience as the short-term goals. It should influence your senior management and executives, all required immediate support organizations, investors, and the capital markets community. One of the simplest ways of creating a mission statement is to ask the following question:

Being the best you can be, with the resources you currently have available, how would you like your sales team to be described?

Notice that this does not ask for a description of your current sales team. It asks for a description of how the team might appear after you have maximized the potential of your total resources. The answer can be a single paragraph or a sentence with bullet points. Either way, keep it simple and use clear, concise, and measurable terms.

Vision Statement

A vision statement is a directional statement intended to create a motivational environment by giving the personnel a view of the future that they can enthusiastically support. Like a good sales presentation, the vision statement must meet both the wants and the needs of your sales team and all supporting departments. In other words, it must reach the mind and the heart—particularly in this day of fragile corporate– employee relationships.

Although there are many ways to look at this directional statement, a good way to arrive at a vision statement might simply be to ask:

Making changes into the future, how would you like your sales team to be described at some definable future date?

Notice, here we are talking about making changes. Not simply living with what we have or making minor modifications to our current sales team, but making changes. The vision statement has no destination point; it is considered a direction or pathway. You always want to be moving toward a future vision. This must also align well both with the long-term goals of your sales team and with the overall vision for the organization as a whole. Once again, keep it simple and use clear and concise words, not interpretative words. You shouldn’t have to explain or translate it