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A Business Trainer from Woking, United Kingdom
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Be A Successful Sales Manager Not A Super Seller!
How many sales teams suffer because their sales manager is not doing their job at the right "level"? Sales figures suffer, sales people suffer and the sales managers feel pressured and possibly even stressed.
I want to look at some of the reasons why this occurs and offer some initial ideas for how sales managers can carry out their roles more confidently and effectively - for everyone’s benefit!
Why does this seem to happen so often? It does seem that the transition to sales management is one which can often prove a struggle! There is a long list of reasons, few of which are the fault of the person doing the sales manager’s role.
The organisation is probably a significant contributor to the problems facing the sales manager! A lack of clear succession planning is part of the equation. Maybe there is a limited understanding of what the role really involves, or should involve! The chances are that the senior management may share many of the misconceptions of the sales function and how it operates in a successful environment.
Where sales is concerned, there is usually too much short-term thinking and a focus on results. I agree that the sales manager is there to achieve the targets and to work within a budget. However, to paraphrase the great Peter Drucker, "sales results are not an objective in their own right, they are an outcome of achieving the other objectives." Another tripping point can be an expectation that the new sales manager should be acting like a predecessor - provided they were successful and, typically, outgoing and told a convincing tale about how things would turn out!
In common with many other managers, the sales managers have probably been promoted into their role with little real preparation, guidance or training. This will be compounded if they were given the opportunity because they were one of the best in the sales team. (Rather than choosing the person with the right qualities to do the job.) Sales does have an additional time pressure, in that results need to keep being obtained from the outset. There is little time for a learning curve!
Without the development support the newly appointed manager has a limited range of choices. A typical response is to think about role models we have known and adopt and adapt what we liked or respected about them. This is often done unconsciously as well as consciously. Entering a new role with more responsibility carries different pressures. These will cause most people to feel some degree of under-confidence. To overcome this, it is natural to do some things which will help to reinforce confidence. For many, this will mean finding opportunities to prove they are worthy of the new role. Where are these? Dealing with customers, chasing the large order and proving to the sales team why the manager should have been given the job!
This latter approach may help the manager feel more confident, or give then the buzz they had when they were a seller. It will probably also start to diminish any respect they may have from the team, especially if some of these orders are taken from their customers. It hardly does their confidence any good as they will feel undermined!
The root of the problem is frequently something as fundamental as the actual job description. How well does it set out the range of responsibilities and tasks? Does it define the competencies required to do the job well? The key outcome for a sales manager is to achieve the required sales targets and margins. This should be done by using the resources effectively, especially the sales team! Taking a few orders might help in the short-term and reinforce the ego of the sales manager, it will not provide an ongoing solution for under-performance with team members.
What can be done to improve this and make sales managers operate more effectively? Begin at the beginning with a clearly defined job description as mentioned above! This can be a great help with recruitment or promotion and might reduce the classic tendency of promoting the top seller. (A frequent recipe for disaster as they may not succeed in the role and end up leaving, or being asked to leave. On the way to this, they may have upset a number of the sales team who do worse and might leave!) This job description needs to emphasise that the role involves a variety of activities which are not connected with their own face to face selling. When it is clear what the competencies are and the sales manager can assess themselves against these, some form of development plan can be identified to close any gaps.
The sales manager needs to understand the overall strategy and know how to plan ? especially in developing a sales plan. They have to be able to analyse the current situation, market and competition as a starting point. As part of their plan they need to evaluate the capabilities of the sales team and decide whether they have the appropriate structure to deliver against the strategy and plan.
If there is no clearly defined sales process, it will help if they can identify one and break it down to the main steps. From this, they can identify the critical areas to monitor and control. Knowing these points can give the early warning signals if their might be problems in achieving the results later and can also help with more accurate forecasting. There are plenty of software systems to help with this aspect, from the top end such as Oracle and Seibel through SalesTrak to ACT or Golmine.
From this, you can see that a key part of the role is desk-bound, making time to think, assess and make decisions. This is only part of the whole! While the desk time can help in identifying areas to set targets and goals, it is not the best place to evaluate the skills and potential of the sales team. The job description should establish some key performance indicators about time spent with the sales team on field visits.
Days spent with the sales team will usually have multiple aims. The primary one is to support and develop the sales person. Observing them with the prospects or customers, reviewing how the call went and then coaching them to improve. A key part of this is to provide useful feedback and support. (Not just blaming or criticising or saying how you, the manager, would have done it!) There is also an element of communication and relationship building to keep the seller informed of things within the organisation and also getting to know more about them. None of these is really achievable working from a desk and trying to manage by telephone and email! A minor part of the day is to also meet with customers and find out what they are thinking about the organisation and its service.
If the organisation has a key (or major) account strategy, there might be valid reasons for the sales manager to have direct contact with some of the personnel in the accounts. This should be at the direction of the account manager or sales person as they are in charge of the account. The sales manager is there to support them not to take over!
There will be some other time with the sales team, whether one to one or at sales meetings. The sales manager can use these to review performance, communicate, deal with problems and agree the way forward. The balance of the sales manager’s time might be spent between doing their own administration activities and also interacting with other functions in the organisation.
Across all of these there is no emphasis on being the super seller!! The role is to be the sale manager. This means getting the results through the resources available - and the main resource is the sales people, whether in the field or on the phone. The sales manager needs to develop their management skills in analysis, planning, monitoring and then grow their leadership skills alongside these to develop and support their people. Learn to get motivation through seeing the team achieve rather than getting that deal! The job can become more enjoyable, the sales people are more successful and positive, and results improve. Do this and everyone is happier from the top down and through the sales team!
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