| What I am about to say can be executed by a new | | | | "How can I help?" or "What can I do that will make |
| sales manager on their own, or via the direction of | | | | you better?" Corrective actions should only be taken |
| senior level sales manager. | | | | on at this point for the most serious of problems, |
| The challenge of a new sales manager getting up to | | | | those things that simply cannot wait. In the beginning, |
| speed and succeeding would be a common problem | | | | just helping is the best strategy. |
| for most companies because most have not done | | | | It may take a week or two for the new manager to |
| their homework. | | | | accomplish this task. The result will be a complete |
| Everyone would agree that in order to succeed you | | | | documentation of the sales manager's job and a |
| need a "plan." Well this is true of the position of sales | | | | manager who now knows all the critical things he |
| manager; it too should have a plan. | | | | needs to be doing and how to do them. |
| If you are a sales manager, or have this position | | | | The "just help focus" with the team will have |
| reporting to you, you should have a very complete | | | | revealed a potential list of projects that may improve |
| document telling how to execute that job. Each task | | | | team performance. And, by focusing only on "helping" |
| of the sales manager's job should be listed and | | | | the team during early part of the relationship, there |
| described in enough detail so that anyone needing to | | | | will now, hopefully, be in place a good working |
| fill in for the sales manager can run the show as it | | | | relationship between the new manager and the team. |
| currently runs. | | | | The new sales manager will now be in a position to |
| To make a new sales manager successful I would | | | | evaluate what is going on (maybe with the help of |
| suggest that their first job be that documenting the | | | | his manager) so that the critical and most important |
| tasks and execution of the position. The manager | | | | issues can begin to be solved. He will know his job |
| should discover the key things that need to be done, | | | | and responsibilities and will have a working document |
| learn how to do them, and then document how and | | | | that can be added to or improved as he works into |
| when they are to be done. | | | | the future. |
| This exercise will get the new manager evaluating | | | | The next step in the process would be to evaluate |
| the duties of the position and learning how to do | | | | team skills and the sales process so that these areas |
| them at the same time. This task will also quickly | | | | can be optimized. |
| reveal those things the new sales manager doesn't | | | | This concept is certainly not limited to sales |
| know how so that he can go to his manager to learn | | | | management - companies should do this for every |
| them. | | | | position (including salespeople). You will find this an |
| As a new manager you should not worry about | | | | invaluable exercise in creating success with any new |
| changing anything, unless there are major problems | | | | manager (or employee). And if you are one of the |
| left by your predecessor that simply can't wait. The | | | | few companies that has already done this, the |
| new manager should maintain a steady focus on | | | | manager now can execute this exercise with the |
| doing and documenting the principle tasks of his job | | | | benefit of that document achieving the same |
| while developing this new relationship with the team. | | | | objective and possibly even enhancing what currently |
| The focus with team members should only be on | | | | exists. |