| Can you relate to this common sales organization | | | | good at managing the administrative side of sales |
| predicament? Six months ago you promoted "Bob," | | | | operations? Use these questions and careful |
| an outstanding sales rep who has great skills and the | | | | observation to identify candidates who will be able to |
| respect of the entire sales team to be a sales | | | | adjust from measuring job success based on the |
| manager. Today, Bob is busier than ever - out on the | | | | revenue they bring in to measuring success based on |
| road with the other reps, helping to close their deals. | | | | how much they boost the performance of each |
| The new sales rep hired to replace Bob is struggling, | | | | team member. |
| generating less revenue than Bob made in the role. | | | | Commit to Development - The skills it takes to |
| The rest of the sales team is producing about the | | | | manage a group, motivate people and coach are |
| same numbers they were six months ago making the | | | | vastly different than the skills it takes to sell. |
| net result of the promotion a loss because no one is | | | | Managers must be taught how to "coach" to develop |
| replacing the revenue Bob brought in as an individual | | | | the skills of their team members rather than "direct" |
| contributor. | | | | or simply tell their reps what to do. They also need |
| This is a tale as old as time - or at least as old as | | | | to encourage performance by setting clear |
| cold calling. Businesses have the best of intentions in | | | | expectations, holding people accountable, the value |
| promoting a sales star to manage a sales team. They | | | | and skill of delegation, how to manage conflict, and |
| want to reward performance, retain a loyal and | | | | how to prioritize their time in a very different way.. |
| talented team member and leverage the | | | | Rather than hoping for a sales manager to master |
| demonstrated skills of one of their best business | | | | these skills through sheer determination or the painful |
| developers to improve the overall skills and | | | | process of trial and error, invest in a more formal |
| performance of the sales organization. The problem is | | | | development process for your sales leaders. Also, |
| that outstanding sales skills and business development | | | | keep in mind we aren't talking about something that |
| talents do not transform into great management skills | | | | happens in a two-day class, but a combination of |
| after a promotion. Not without a focus on developing | | | | education and on the job activities that create |
| those management skills. | | | | strong, routine habits. |
| Without guidance, the Bobs of the world will typically | | | | Define Expectations Early & Measure Them Regularly |
| only do what they do best: sell. They rush from | | | | - If you are like most companies, you probably do |
| account to account, helping to close deals because | | | | not sit new sales managers down and tell them |
| this is what they know how to do. While some sales | | | | exactly what you expect. The first thing every new |
| reps may glean lessons by seeing the work of these | | | | sales manager should hear is, "Your job is not to do it |
| sales-oriented managers firsthand, many learn to get | | | | yourself, but rather to coach and improve |
| a deal close to complete and then call in Bob to finish | | | | performance so your team improves." They need to |
| the job, thus halting their own sales development. | | | | understand that the new measure of success is not |
| Frustration (the kind that can erode morale) is | | | | just an overall revenue number but the marked |
| common as sales reps feel Bob "just takes things | | | | improvement of each member of the sales team. All |
| over." In addition, Bob is rewarded for being the | | | | sales people-from reps to managers to CEOs are |
| closer allowing him to be the hero. | | | | motivated by performance goals. Tap into that desire |
| Can your business avoid this pattern and still cultivate | | | | to succeed by clearly outlining the new measures of |
| internal talent to successfully lead sales teams? Yes is | | | | success, giving your new manager the right goals to |
| often the answer if businesses are willing to take the | | | | aspire to and measuring and rewarding |
| following steps to identify, develop and support new | | | | accomplishments. |
| sales managers. | | | | Would adding these management development and |
| Watch for a Team Mentality - The best sales | | | | evaluation best practices to the way you currently |
| managers get great satisfaction from the success of | | | | operate be a serious departure from how your |
| others. When looking to promote from within your | | | | business works today? If so, it's time to look at how |
| sales ranks watch for signs of team orientation. Does | | | | you have been preparing and supporting sales |
| the sales rep have a record of willingly partnering | | | | managers. They are likely struggling and now is your |
| with others for the greater good of the business? | | | | chance to help them truly become leaders while |
| Does the candidate support colleagues in their efforts | | | | making a big, lasting impact on the sales team AND |
| and openly share tips and opportunities? Is she/he | | | | your overall results. |