How Tomorrow’s Sales Will Be Won

Many sales managers, who have attended management training courses, now run larger teams than ever, due to redundancy and reorganisation. The number one job of a sales manager is, and always was, to get sales. That's what he is judged by and that's what he needs to do however simplistic that may sound. The problems that he now has with a large team are that they require support; the sales manager's role is seen very much as facilitator and team leader. It is all too easy for a sales manager to become a glorified administrator and overlook the major goal.

Research carried out recently, into way sales are currently being generated in all too many cases, found that management were not giving sales any marketing support at all. They were caught up in the out-of-date idea that sales people had to generate everything, which is not acceptable for today's competitive world.

There is much more emphasis nowadays, on team building. People working within flatter situations and self-motivated groups, may collaborate for a particular project and then re-form into new groups. So the style of management and leadership is noticeably different from the one needed previously.

Sales person and manager are separated by the nature of the sales management job. To guarantee that the sales team is motivated and dedicated the first imperative area is the selection of the people who make up the team. Then how management treats them. Being managed unfairly, and their own perception of do the job with a ‘chip on their shoulder are the key factors in the de-motivation of sales people. Sales people need a continuous flow of inherent enthusiasm from sales management.  Selling is one of the few professions where rejection is par for the course in everyday life.

The traits a good sales manager should possess are not far removed from those traits that make up a good sales person. That is one of the reasons why good sales people are able to make it to the highest echelons of management.  Self-discipline, self-confidence, fortitude, passion and job proficiency are all key to being a top performer.

It is important that the sales manager is a competent sales person, but they do not have to be the best. One of the dangers of making your best sales person the next sales manager is that they may want to go on in the same role, instead of teeing up opportunities for the team. Look for the managerial qualities first, and make the selling skills less important.  It is not easy, taking accountability for the success of a task, and then letting others take the credit for it. However, if it is not done, it can be exceptionally detrimental.

As stated previously, selling is one of three professions, which carries rejection as part of the job. Acting and being a member of parliament are the others. For that reason, when training sales people, if you try to conquer their weaknesses too stridently, all you are doing is piling on more rejection. Any psychologist will tell you that we all try to remove ourselves from pain. A sales person in this case in point would do that by ignoring you and switching off. By finding out what they are good at, you can develop those strengths even further.  

If you have read Herzberg or attended a management training course you will know that everybody responds to recognition and praise.  Sadly, sales managers do not do anywhere near enough of that. Most of their time is spent reprimanding their people. It is very much part of what is covered here.

Younger sales managers frequently have a problem when they have someone in their team who is older.  

They tend to consider them as a father figure, and leave them to their own strategy.  However, it should not be like that.  The older will respect the younger, provided they are competent. After all, we all put our faith in the hands of young doctors and nurses.  

However, when an older sales person is at the stage where they do not need to earn as much money, because the children have left home, the mortgage is paid off, it is with this person that the manager must provide support. Recognising that their career has reached it pinnacle and that the individual now needs encouragement of another kind.  

There may be frustration that a managerial position has not reached, but recognition can still be provided. This will help encourage the mature sales person to ensure a committed performance.

The majority of sales people have received no training whatsoever.  Only a small number are sent on training courses, almost because the manager has given up on them.  

Therefore there is a large group of people out there with an approach towards training that's wholly inappropriate. Any corporation that does not integrate training into its overall stratagem is running a serious risk.  

Organisations must instill an attitude where training, and learning, are a way of life.  Many of the skills and techniques that were used only a decade ago are now out-of-date and unsuitable to today's big business environment. We must train, and re-train, and learn and re-learn.  If people are working in that type of situation, they welcome it. There are a host of training resources out there for them to choose from.

It is important for management training sales people to be given the opportunity to re-charge their batteries, and you can look for someone who is keen on trying new ideas and concepts to fill this position. People in this type of role need a desire for knowledge, which stimulates originality and creativeness.

Testimonials