The responsibility for ensuring that every member of a sales team is successful and performing at optimum levels lies entirely with management and when a salesperson gains promotion to management the first thing they have to do is to quickly acquaint themselves with a new set of working relationships – and a new set of rules.
The salesperson’s primary working relationships are with customers: However the sales manager’s is with the sales force i.e. his subordinates. For example:
Essential Attributes Include:
– Personal drive (Ego).
– Needs to win battles (Individual sales).
– Able to work alone.
– Persuades customers to see his/her point.
– Needs selling skills, personal skills and knowledge.
– Able to work away from the office.
– Works well with people and numbers.
– Good at implementing sales tactics.
Successful Sales Manager:
– Submission of personal needs to the goals of the Company (Corporate drive).
– Needs to win the war (Meet corporate goals).
– Able to work with others.
– Persuades the sales team to see the Company’s point.
– Needs management skills and marketing knowledge.
– Needs to work at the office.
– Works well with people, numbers, paperwork and the corporate hierarchy.
– Good at developing sales and marketing strategies.
The most common danger in having sales managers who are basically super salespeople is that relations with subordinates including the critical tasks of development and supervision may deteriorate.
When I am asked to diagnose why an individual or even an entire team are not performing at optimum levels, I usually ask just four very straightforward questions:
• Are they visiting/talking to enough clients/prospects? In other words are they pro-active and are their activity levels high? I call this CCT as a percentage of TWT (Customer Contact Time as a percentage of Total Working Time)
• Are they talking to the right people within those client/prospect organisations? Are they able to penetrate the formal DMU (Decision Making Unit) and reach the MAN? (The person or people with the Money, Authority and Need)
• Are they saying/doing the right things? This really means – how strong are their selling skills?
• And finally, how is their attitude – that small thing that makes such a big difference.
If you really want to discover how healthy your sales organization is right now, you can complete this FREE Health Check and receive an immediate score – then if you want to discuss your score personally, e-m me at firstname.lastname@example.org.
About two years ago, the sponsors of Top Sales Experts, SalesNexus and I began considering marrying a CRM solution with online sales team development. Craig Klein, founder and CEO of the company, had for a long time, believed that such a project was viable, and with the imminent completion of the JF Sales Academy, we decided to create the SalesNexus Sales Institute, exclusively for SN users.
In fact, once we began the planning, my team here at JFC decided we should go even further, and now we have created a whole “community” – The SalesNexus Sales Community.