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Sales Managers Wear Two Bulls Eyes

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Three key competencies that can help make a difficult job more manageable.
February 26, 2010

 

 

 

 

Today on NYReport.com

 

A topic that’s been coming up a lot lately among my friends and clients is the role of the sales manager. Let's be honest, it's a tough job. As a sales manager, you wear two bulls’ eyes; one on your front and one on your back.

On the one hand, senior management is gunning for the results, the numbers, revenue, profit, etc.; and on the other, your sales people are taking pot shots at your management abilities, perhaps resenting your interference in their deals or micromanagement of their activities. To a lot of people, being a sales manager puts you in a no-win situation, especially if you aren't clear about your role.

Our friend and fellow sales speaker John Asher suggests these three main roles for the sales manager:

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1. Be a Mentor
• Recruit and build a cohesive sales team.
• Help your sales people develop as professionals.
• Motivate each person individually.
• Participate in sales calls, but only when appropriate.
• Coach instead of manage. In other words, guide people to discover the answer, rather than you providing it.

2. Be a Strategist
• Create and communicate the sales team's vision.
• Develop an approach to the marketplace.
• Match compensation and incentives to the strategy.
• Continuously manage and upgrade the sales process, and measure performance.

3. Be a Communicator
• Build bridges between top management, marketing, customer service, and the sales team.
• Encourage 360-feedback between you and each member of your sales team. Learn from their input.
• Share information within the sales team, such as best practices for "wins;" lesson learned from "losses;" overcoming objections; detailing your sales process from beginning to end; and capturing ideas, goals, stories, and many other best selling practices in your company Sales Playbook.

I once heard a great line from Jack Daly, a motivational speaker, who said "Your job as a sales manager is not to develop sales, but to develop sales people."

On May 7th, Criteria for Success will host an executive workshop, “I Don’t Want To Be a Salesperson; I Want To Be a CEO.” The event’s panelists will include NY Report publisher and editor-in-chief Robert Levin. Visit
http://www.criteriaforsuccess.com/events/ for more information.

 

 

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Author Information:

Charles Bernard, founder and president of Criteria for Success, Inc., helps CEOs bridge the gap between their vision for their company and their bottom line by implementing systems and behaviors that enable their salespeople to reach and exceed targets. Please visit www.criteriaforsuccess.com for more details. He can be reached at cbernard@criteriaforsuccess.com.

 
 

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