As we have often discussed, sales managers have 4 main roles in the day-to-day management of their sales team. This involves coaching, which should represent 50% of their work, holding their reps accountable, motivating them and ensuring the recruitment of the best talent.
Among these essential responsibilities, accountabilty is generally the one that causes the greatest discomfort for many managers who fear resistance or even their sales representatives quiting. However, a lack of control over your team can have significant consequences on the achievement of sales goals and on the performance of the organization as a whole.
Since the notion of accountability is still poorly perceived today, I share with you 3 common management errors and how to ensure better control over the discipline and performance of your best players.
Since I started working at Prima Resource, I have had the opportunity to greatly improve my knowledge and skills in sales management. This has helped me discover certain aspects that I wish I knew when I was a sales manager and that would have completely changed the way I made some decisions in this role.
Among all that I learned, there is one fundamental element that really caught my attention and that definitely would have made all the difference: the importance of using specific evaluation tools for sales, such as Objective Management Group's evaluations. These tools make a huge difference in coaching salespeople and they would have made me a much better sales manager than I was.
When business leaders implement a transformation program for their sales force, they inevitably encounter resistance within their organization.
First of all, a certain amount of resistance to change from the sales team is a common occurrence. However, if they are closely monitored and held accountable for their actions, this resistance should disappear after a few weeks.
Since joining Prima Ressource, I've had the opportunity to greatly expand my knowledge and skills in sales management. It allowed me to discover some things I would have loved to know when I was in a sales manager position, that would have completely changed the way I acted in that role.
Among all that I have learned, there is one fundamental component that caught my attention and that would have made all the difference: the importance of using specific sales assessment tools such as Objective Management Group's assessments. These are tools that make a huge difference in sales coaching and that would have made me a much better sales manager than I have been.
After reading the “ State of Inbound 2018 ” report, I was struck by the data it revealed concerning companies’ top sales priorities. The statistics have proven that there’s a global problem in defining sales priorities.
The report, which compiles the responses of over 6,200 leaders from around the world, states that the leading priority in all geographical areas is closing more deals ; followed by improving the efficiency of the sales funnel. On these two priorities, leaders from around the world are unanimous.
As a sales manager, the ability to coach your reps is the most predictive element of your success. The type of environment surrounding these coaching sessions is the difference between their helpfulness and their uselessness.
The 3 most important qualities for a good sales coach are :
1. The ability to listen ;
2. The ability to keep from interfering ;
3. The ability to build positive relationships with their reps.
As a sales manager, your daily concern is probably to make your team better, improve sales and increase overall performance. It's a huge responsibility that requires considerable work sustained by strong coaching, motivational skills, as well as holding your representatives accountable.
Unfortunately, it's possible that your efforts may not be as successful as you'd like. One reason sales managers don't thrive as much as they'd like is their limiting beliefs. Some are related to sales, but others are strictly related to sales management.
Here are 4 beliefs that can hinder your effectiveness when managing your sales team.
Telling your children they must be accountable for their actions is demonstrating a form tough love. Doing it as a sales manager enables your salespeople to achieve their goals and personal objectives.
Your sales reps must respect their sales managers. They must trust that they’re being held accountable to elements within their control.
If the sales manager provides all the necessary tools to incite accountability, and if this is done properly, you will reach the sweet spot where everything falls into place.
Call it a sales team or a sales department, it’s a major component of any business. Nowadays, with advancement of technology affecting every industry, the sales team acts as the business’s central nervous system.
Before getting into the details of how to manage a sales team, let’s look at some basic elements.
How to manage a sales team? In this guide you'll learn: