Rate this video: Coaching The Newly Appointed Manager
Shane Sarty is the Director Corporate Sales at BluewolfGroup, a provider of on-demand consulting, staffing and remote management services, located on Fifth Avenue in New York City.
As a newer manager, the one commonality they all share is their drive and desire to want to help their sales team win. Shane was certainly a talented salesperson and now in his new role, wanted to make sure he does what is best to support his team while challenging them to bring out their best.
Shane’s experience reminded me of a situation I found myself in during a training event I recently delivered to a team of sixty managers who were also producers. The difference is, Shane had the advantage of getting this lesson before falling victim to it like many managers do.
It was towards the end of one of the many conversations we would have that day when I said, “To recap, while you are still responsible for your own production, you now have the additional responsibility of a sales team consisting of ten or more salespeople and their sales goals. When you were a top producing salesperson before being promoted, how many hours do you put in a typical work day?”
“About ten,” someone shouted out.
“And now that you have a smaller personal production number to hit? How many hours do you find yourself putting in each day?” I asked.
“Ten!” The same person, as well as a few other managers exclaimed.
I began to recap, “If I’m hearing you correctly, being a top producer and an effective salesperson is clearly a full time job. Being a great manager for your sales team is also a full time job. What I’m hearing is that you’ve essentially kept your full time job and subsequently took on another full time job that’s now layered on top of all the responsibilities you have as a salesperson.”
When ascertaining why a sales team may be failing or not living up to their expectations, here’s the first major disconnect. Something has got to give. Looking back at the situation these managers found themselves in, it becomes a simple mathematical equation. That is, based on their job function, unless these managers are putting in roughly a twenty hour day, become masters at delegating more, or becoming more of a coach rather than a ager or problem solver to their team, they will not be able to carry out their role to the best of their ability. The proverbial cracks that tasks, good intentions and core managerial responsibilities fall through have now been exponentially widened. Additional demands are being placed on these managers with fewer resources allocated and available for them to perform their role successfully.
Gerhard Gschwandtner, the founder and publisher of Selling Power magazine set up these meetings. What you see is the first time I met face to face with Shane. The room was set up at the Waldorf Astoria on Park Avenue in Manhattan. It was in essence our first executive coaching session.