Ask your sellers if they enjoy attending sales team meetings and you may hear things like, “They’re a waste of time,” “The meetings are monotonous,” “I’m sick of being talked at,” and “I don’t understand why I have to attend.” Most sales team meetings miss the mark.
Yet, well-run team meetings are crucial for driving performance, fostering collaboration, and keeping everyone aligned on goals and strategies. Many sales managers struggle to run meetings that truly engage their teams and drive results. Enter the WEWIN framework, a powerful tool for structuring and leading highly effective sales team meetings. This article will guide you through this tool so you can transform your meeting agenda from mundane to motivating.
The Importance of Effective Sales Team Meetings
Before diving into the framework, let's consider why effective sales team meetings are critical. According to the Top-Performing Sales Manager Benchmark Report, Top-Performing Sales Managers—who have 75% or more of their team achieving their goals—are 42% more likely to excel at leading valuable sales team meetings compared to other managers. This stark difference highlights the influence that well-run meetings can have on overall sales performance.
Using the WEWIN Framework to Set a Meeting Agenda
How do these top performers lead great meetings? They follow WEWIN, an acronym that stands for:
- Wins and Recognition
- Evaluate Progress
- What's New
- Issues and Ideas
- Needs Action
This framework provides an agenda and a structured approach to sales team meetings that ensures all crucial areas are covered while maintaining engagement and driving action. Let's explore each part in detail assuming an hour-long, weekly meeting.
Wins and Recognition (10 minutes)
Starting your meeting on a positive note sets the tone for the entire session. This section serves multiple purposes:
- Builds team motivation and confidence
- Allows individual team members to shine
- Helps build relationships within the team
- Guides the team on what you want them to focus on
During this segment:
- Share positive outcomes since the last meeting
- Recognize individual and team achievements
- Share any customer feedback or compliments received
Example scenario: "Suki, I heard you closed that deal with ABC Corp. Can you share with the team how you overcame their initial objections?"
Best practice: Encourage team members to recognize each other's achievements, fostering a culture of mutual support and celebration.
Evaluate Progress (20 minutes)
This section focuses on accountability and provides a clear picture of where the team stands in relation to its goals.
Key elements to cover:
- Review commitments made at the previous meeting
- Review key metrics and progress dashboard, e.g., pipeline, wins, major sales, prospecting activity, and so on
- Examine the sales pipeline by individual or overall
- Identify critical opportunities for the current period, those needing a separate, more comprehensive opportunity review
- Assess overall progress towards targets
Example scenario: "Team, looking at our dashboard, we're currently at 80% of our quarterly target. John, can you give us a quick update on the XYZ deal that could push us over the top?"
Best practice: Use visual aids like charts or dashboards to make the data easily digestible and impactful.
What's New (10 minutes)
This segment keeps the team informed about changes and updates that could impact their work.
Topics to cover may include:
- New or updated product offerings
- Competitor information
- Pricing changes
- Process updates
- New tools or resources
- Company strategy shifts
Example scenario: "Marketing has just launched a new case study on our website. Morgan, could you give a 2 minute overview of how this might help in your current negotiations with Acme Inc?"
Best practice: If there's no significant news to share, use this time for a quick update on a resource or tool, a selling tip, a dive into a product feature, or combine with the next section, Issues and Ideas.
Issues and Ideas (15 minutes)
This is your opportunity to tackle challenges and brainstorm solutions as a team.
Key questions to address:
- What's getting in our way? How can we overcome it?
- What else could we do to drive improved results?
Run this as either a pre-planned section or ad hoc, meaning you ask the questions and see what’s on people’s minds. Topics might include conducting stronger needs discoveries, winning against strong competition, prospecting more effectively, selling the company’s new, big vision, and so on.
For dozens of idea starters for what you can cover in this section, download 68 Ideas for Sales Meetings [PDF].
Example scenario: "We've noticed a trend of longer sales cycles this quarter. Let's brainstorm some strategies to speed up our process without compromising quality."
Best practice: Alternate between ad-hoc discussions and pre-planned topics. This ensures you address immediate concerns while also focusing on strategic improvements.
For dozens of ideas on what you can cover in this section, download 68 Ideas for Sales Meetings [PDF].
Access the checklist and get additional resources to guide your discussion and give direction to your meetings.
Needs Action (5 minutes)
The final segment is crucial for ensuring the meeting translates into concrete actions.
In this section:
- Summarize key points from the meeting
- Review and confirm action items
- Assign responsibilities and deadlines
- Set expectations for the next meeting
Example scenario: "Alright, to recap: Alex will share the new case study with his top 3 prospects, Taylor will draft a proposal for streamlining our demo process, and I'll schedule a training session on handling price objections for next week. Any questions before we wrap up?"
Best practice: Send out a summary email after the meeting with all action items, responsible parties, and deadlines clearly listed.
Finally, close the meeting with encouragement and motivation, something that either connects to the meeting itself or that you’ve pre-planned to send the team off with the right inspiration and mindset for the coming week.
Best Practices for Running Effective Sales Team Meetings
- Maintain consistency: Hold meetings at the same time each week and stick to the WEWIN structure.
- Encourage participation: Create an environment where everyone feels comfortable contributing.
- Manage time effectively: Stick to the allocated time for each section. If a topic needs more time, schedule a separate meeting.
- Leverage technology: Use video conferencing and collaborative tools for remote or hybrid teams.
- Adapt as needed: While consistency is key, be flexible enough to adjust the framework to your team's specific needs or sales cycle.
Common Pitfalls to Avoid
- Running overtime: This can lead to rushed decisions and decreased engagement in future meetings.
- Focusing only on top performers: Ensure everyone has a chance to contribute and be recognized.
- Neglecting follow-up: Action items without follow-up rarely get completed.
- Sticking to a rigid agenda: While structure is important, be willing to adapt to address urgent issues.
Measuring the Effectiveness of Your Sales Team Meetings
To ensure your meetings are truly driving results, consider tracking these metrics:
- Meeting attendance and engagement levels
- Completion rate of action items
- Team feedback on meeting value
- Correlation between meeting attendance and individual/team performance
Regularly solicit feedback from your team on how to improve the meetings. The most effective meetings evolve over time to meet the changing needs of the team.
From Mundane to Motivating
Great sales team meetings are a cornerstone of high-performing sales organizations. By implementing the WEWIN framework and following these best practices, you can transform your team meetings from mundane check-ins to dynamic, productive sessions that drive results and engage your team.
The key to success is consistency, engagement, and a willingness to continuously improve. Start implementing these strategies in your next team meeting and watch your team's performance and morale soar.
