| The first few months for any one entering a new | | | | The next month in the job should be considered as |
| management position is daunting at the best of | | | | the concept phase. You should spend most of this |
| times. Even those lucky enough to be supported with | | | | second month at your desk drawing up a list outlining |
| management training will find it challenging. This is | | | | the problems you noticed during your first four |
| particularly true for sales people being promoted to | | | | weeks. |
| sales managers. How they manage and what they do | | | | Start by writing a rough draft of your future selling |
| in their initial three months is critical to their future | | | | strategy and selling policy. This would include, for |
| success as it will determine how the Sales Manager | | | | example, the competitive situation, sales routes, |
| copes with your new employees, colleagues and | | | | condition policy, offer programme, area structure, |
| superiors later on. | | | | management of the external sales department and |
| You should not fall into the trap of assuming that | | | | sales promotion. |
| everyone will welcome you with open arms. Indeed, | | | | To round off your information, have discussions with |
| many people may initially observe you in a critical light. | | | | representative customers, large-scale buyers and |
| You are likely to have to manage anxiety from your | | | | colleagues - such as the Head of Marketing, the |
| sales team, colleague envy from those who attended | | | | Production Manager, the Head of Logistics, etc. Your |
| the same management training as you but who were | | | | contact with your sales people should be limited to |
| passed over for promotion, as well as resentment | | | | telephone calls during this phase. Remember to |
| from people in other departments. Everything you do | | | | constantly discuss your thoughts and ideas with the |
| and every decision you make will be subject to | | | | company management. |
| scrutiny. Rumours will be rife. The tips that follow will | | | | Your third month in the job should be considered as |
| assist you in making the move more easily. | | | | the Profiling phase. Now is the right time to publish |
| Whilst it is important that you quickly acquire an | | | | your "profile" and discuss the concept phase and |
| overview of the sales situation, it is equally important | | | | explain your objectives in detail with your |
| that you do not rush into things. You should move | | | | organisation's management. It is important that you |
| forward instead in a systematic way. To do this we | | | | jointly identify priorities and so secure moral support. |
| suggest you divide your first three months into an | | | | Keep your colleagues up to date with regard to your |
| "orientation", a "concept" and a "profiling" phase. | | | | plans and intentions. Agree the "ground rules" for |
| What to focus on in these phases is described below. | | | | future co-operation. reassure your department |
| The orientation phase is the initial phase in your new | | | | colleagues of your own aim of cooperating with |
| position. It will probably last about four weeks. You | | | | them. |
| should spend as much of these first four weeks as | | | | You should also organise a working conference with |
| you can away from the office and not in the | | | | your sales force. You will need to inform your |
| company building. Arrange to accompany your new | | | | salespeople of your conclusions from observations |
| team on client visits for half days or longer. Conduct | | | | made during client visits and tell the sales force about |
| an informal chat with every member of your sales | | | | the goals you have set and the expectations you |
| force so you get to know each of them. | | | | have of them. Make sure you spend time answering |
| In this first phase you should set the following goal | | | | any questions they might have. Also, let them know |
| for yourself: to listen, take on board the problems | | | | about any pending decisions or any decisions you |
| encountered by your salespeople and gain | | | | have already made. |
| impressions of the market and your clients. | | | | If you apply the above three month action plan you |
| Never give your point of view on decisions your | | | | are more likely to be successful. If, however, you |
| predecessor may have made as doing so will damage | | | | feel you need more support - as many new sales |
| your credibility. If such matters are raised you should | | | | managers do - you can always attend a specialist |
| appear interested, but remain reserved. | | | | sales force management training course which will |
| During your first few months, avoid making any | | | | help you build the specialist skills needed to do one of |
| decisions that go beyond your day-to-day | | | | the toughest management jobs around - managing a |
| responsibilities. Defer making far-reaching decisions. | | | | sales force. |