| Companies need great sales managers. To find them, | | | | thus a greater tendency to praise others |
| Sales VPs and business owners need to (1) know, in | | | | - A moderated goal drive with a respect and |
| advance, the sales goals their managers will work to | | | | knowledge of sales systems: processes, tools, and |
| achieve. Sales managers assume responsibility for | | | | skills |
| sales team goal achievement. And, it's important to | | | | - A moderated detail-orientation to allow for analysis |
| investigate their background for team achievement | | | | within a big picture orientation |
| levels and to set clear expectations for them at the | | | | - A moderated need to nurture - ability to hear an |
| beginning of their employment. Typical expectations | | | | individual's needs and yet keep time management a |
| are set for team performance, individual product | | | | priority |
| sales, territory expansion, and retention. | | | | - Willingness to understand and adapt communication |
| As a coach, sales managers guide salespeople into | | | | and coaching to different personality styles |
| prospecting and sales activity levels necessary to | | | | - Out of the box thinker and creative problem solver |
| produce enough quotes and sales for goal | | | | - personal flexibility |
| achievement. They create an inspiring environment in | | | | While the goals, competencies, and personality traits |
| which salespeople want to motivate themselves to | | | | combine to show what a sales manager must do, (4) |
| achieve sales goals. To accomplish the goals of a | | | | attitudes and beliefs make up the philosophy that |
| sales manager's position, a person must be able to do | | | | drives the system. They also define the sales team |
| certain activities. They must show a competency to | | | | environment and whether it will be an inspiring one. |
| handle certain duties. We will call these duties (2) | | | | And, certain attitudes and beliefs must be present to |
| sales manager competencies. | | | | exist comfortably within a company's values. The |
| Know the competency requirements for top sales | | | | follow list contains attitudes and beliefs most |
| managers in your industry. Examples found in a cross | | | | commonly found in great sales managers. Before |
| section of industries and sales manager positions | | | | recruiting a sales manager, it will be important for you |
| include: | | | | to see which you agree with and what attitudes and |
| | | | beliefs you will add to the list. |
| 1. Recruiting salespeople | | | | - HONEST: with money, time, and promises |
| 2. Planning sales goal achievement | | | | - HARD WORK ETHIC: the amount of hours doesn't |
| 3. Coaching and teaching in three areas: sales planning, | | | | matter |
| activity (funnel) management, face-to-face skills | | | | - PERSONAL RESPONSIBILITY: it's their ship, their |
| 4. Confronting mavericks and poor performers | | | | watch, their people, their goals |
| 5. Building teams | | | | - SERVANT HEARTED: it's all about contribution and |
| 6. Inspiring others to motivate themselves | | | | service |
| 7. Monitoring individual and team performance (sales | | | | - POSITIVE: meets challenges with a 'can do' attitude |
| goal achievement) | | | | Finally, the (5) cognitive strength of the sales |
| (Note: In some industries, a high ability to sell or close | | | | managers is important. It determines how fast they |
| deals is necessary, while in others a moderate ability | | | | will learn and how quickly they grasp complex |
| to sell is required along with greater competency in | | | | information - the need for which varies between |
| the areas shown above. Group presentation skills are | | | | industries. |
| required in some industries and not in others.) | | | | When selecting great sales managers, build a |
| As you can see the competencies are the things that | | | | matching sheet of +'s and -'s and keep score during |
| great sales managers can do and do well. To | | | | a best practice recruiting system. Screen, profile, and |
| consistently do these tasks over a long period of | | | | then do structured interviews. Focus on deciding if |
| time, a sales manager usually possesses certain (3) | | | | the candidate can accomplish the goals by being |
| personality traits. Just as in athletics, certain traits | | | | competent in the areas shown above. And, most |
| produce speed and an ability to catch a ball. In sales | | | | importantly, for retention and for sales TEAM health, |
| management, certain personality traits allow sales | | | | decide if the candidate will do these things naturally |
| managers to more naturally do the competencies | | | | and in a way that will keep both sales team morale |
| shown above. Those personality traits are .... | | | | and production at high levels. Now, take the |
| - High social confidence and ability to ask, tell, | | | | information in this article and do a better job in |
| present, persuade, and confront | | | | selecting your new sales manager. You can. Lance. |
| - Lower social drive and need for recognition and | | | | |