Sales managers are hired to solve problems. They’re also hired to lead, but they end up spending an enormous time solving problems within the sales team. Say a sales person is showing consistently poor performance? Take it to the sales manager. Quarterly sales stink? Let the sales manager handle it. Hiring a new sales person? Let the sales manager take that one.
You can’t solve everything, although you may feel that you should – your ability to coach your salespeople so that you help people solve their problems instead of you solving people’s problems.
All sales managers believe in the magic behind good sales coaching. But an amateur or an average sales manager’s coaching style is rigid. It is solid and won’t budge. The sales people under him are forced to adapt to his specific coaching style. Continue reading
There’s a common misconception that sales managers must be good talkers. Its true that any leadership position requires superb communication skills in which you can clearly articulate your thoughts through the words you use and the way you communicate.
But if you are always talking and never listening, then youre going to have a real hard time leading your sales team…because you’ll never know what really matters to them.
Being a great sales manager is more than just Continue reading
This is the second part of the article The #1 Myth to Sales Coaching Is…
In the first article, we discussed the difference between teaching and reaching out. As we discussed, the top sales manager studies and figures out their sales reps’ individual strengths and weaknesses, and adjusts strategy accordingly. Sales coaching as teaching is a myth because sales reps rarely learn anything from that method.
Which leads to…
Myth #2 – Most sales reps can assess their own strengths and weaknesses. Continue reading
Being a sales manager is no easy job. It’s got a ton of stress, and it’s going to require every ounce of managerial decision-making skills to be great at it – especially in this time of global recession.
But do you know what’s worse than having to make a sale when everyone else is cutting back? Managing a team of sales underperformers.
The biggest stress of all comes when a sales managers sales team can’t even make quota. What could be more awkward than that? Continue reading
There are two kinds of sales managers. The first one, a more focused type, concentrates on improving his sales reps’ strengths while downplaying their weaknesses. The second type of sales manager is one who shapes his sales reps to become all around regular jack-of-all-trades.
Which sales manager is more effective?
Imagine a clear glass ceiling over the heads of your salespeople. The height of the ceiling represents the amount of talent each salesperson possesses—some high, some low. The question is: can a person who lacks certain core talents for the job ever be successful in his or her line of work? The answer is NO.
Every person is unique, and therefore every salesperson is unique as well. And all this uniqueness add up to vastly different potentials. If you try to make them something they are not…its one of the worst things you could do as a sales manager. Continue reading