The single most common mistake that organisations make is promoting their number one salesperson into the role of sales manager, thereby depriving themselves in a single stroke of their best producer and hamstringing their sales force with an ineffective manager.
The skills required for managing, mentoring and developing a sales team, are totally different from those required for selling.
As a result, it's not uncommon to find newly promoted sales managers who regret having taken a management position and may even leave to get back into sales.
Insufficient Time for Sales Team Development:
The majority of sales managers - new and experienced alike - say they do not have sufficient time to train and develop their sales teams. They are so focused on sales results - and so accustomed to achieving success through their personal pursuit of those results - that they overlook their greatest potential source of power, the power to increase sales performance by developing their people.
Providing Development for Sales Managers:
Successful Sales Directors ensure that some sort of training and development program is in place to help sales managers continually improving the way they coach and develop their team. Equally important, top-performing Sales Directors look for ways to provide sales managers with the resources they need to perform effectively. This may mean, for example, giving managers tools with which to identify each individual salesperson's strengths and development areas, providing them with an easy-to-use framework to address development areas, and putting a process in place that helps their team to implement new skills.
Opportunity to Make a Difference:
Every sales manager has a powerful role to play in developing and supporting their team members' potential so that an increasing emphasis is placed on performance management to enable more salespeople to achieve more of their potential. We have identified the eight most common reasons why salespeople fail i.e.
Wrong or no selection process = The wrong person for the position
Wrong or no training = Insufficiently developed
Wrong or no planning = Expected to do all of their own planning
Wrong or no supervision = Left without competent supervision
Wrong or no motivation = Not properly motivated to meet objectives
Wrong or no stimulation = Not stimulated by appropriate incentives
Wrong or no evaluation = Not regularly appraised against a set of agreed objectives
Wrong or no executive action = Not adequately supported by a competent manager
The Sales Manager has control over all of these factors, including the final one!
Today's News: Despite what some people think, plagiarism is not in the least bit flattering, and when someone attempts to steal a whole book, it becomes downright criminal. If you are ready to be shocked, read, "Plagiarism, Concealment or Coincidence? The Case of Bob Beck" by Charlie Green.
There is a mounting groundswell of resentment, which I fully support, and Dave Stein is also lending his considerable influence: "An Open Message to Sales Trainers, Authors and Experts"
Tomorrow: I'll be back with JF Uncut and I will pursue my relentless attack on Wall Street, "Fat Cats", Greenspan and Soviet financial gluttony - be sure to join me, I think you will enjoy:
" When They Grab Your Nuts, It's Time To Fight Back"
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