From Salesperson to Manager

From Salesperson To Manager — Now What?

Question:
I was recently promoted from sales to sales management. How much time should I spend managing, and how much time should I spend on calls selling with my people? I was a top sales performer and have never managed people before. Now what do I do?

Answer:
Congratulations! Your insight in sales will certainly help you to relate to your people. There are some challenges, however, which it sounds like you're experiencing. Many newly appointed sales managers feel reluctant to give up the reins. Don't be afraid to let go. Your main role as a sales manager should be to ensure that your people are successful in reaching their sales goals. If you feel compelled to sell for them, you won't leave time to be effective in your role as a sales manager. Sales management requires a balance of many skills. Here are some of the most important considerations:

Manage Your People Individually — You’re not managing a group, you're managing individuals. What motivates one, will be different from what motivates others. Each sales person on your team will have different strengths and different opportunities. Recognize these and apply these by allowing your people to capitalize on their strengths and minimize their weaknesses. For instance, if you have a salesperson who is not very good at follow-up, but is excellent at acquiring new business, structure your sales force so their main role is developing new business.

Communicate With Your People — Be accessible to your people at all times. Ensure that any formal meeting times are productive including skill development or sharing complex company information. Keep your people informed about latest developments and what's happening at “corporate” It will help them to stay connected and focused on company goals. When you see articles that you think will enhance your people's performance, or articles about one of their accounts clip it out and give it to them.

Recognize Accomplishments — Broadcast successes not only to the entire sales force, but also to the company. This is a tremendous way to motivate your people and help them to learn from each other. Use your vehicle of choice, whatever makes the most sense logistically for your company such as newsletters, e-mail, company satellite broadcasts, etc.

Pull Out the Stops — Your success as a sales manager will depend on the trust and respect that you earn. Fight for your people and get rid of barriers that prohibit them from being successful. For instance, if your salespeople are limited by internal constraints, (such as unnecessary reports), strive for change. If you don't agree with your salespeople regarding their requests for change, make sure you explain why.

Show a Commitment to Setting & Reaching Goals — How do you as a sales manager reach your goals? Often the temptation is to divide goals equally among your people and ride people who aren't achieving them. This can frustrate underachievers and limit top performers. Help your people set sales, professional and personal goals. Do all that is in your power to help them to attain each. Yes, even personal goals. This means that if a salesperson needs a flexible schedule, do all that is in your power to allow this as long as it doesn't interfere with reaching sales goals. Case in Point: I know a salesperson who was absolutely the top performer in her company. After she had children, she asked her sales manager to allow her to arrange her schedule to accommodate the children's schedule. Her manager disagreed with her request and she subsequently quit. The sales manager later confided in me that he had to hire three additional sales people to make up the lost revenue that this salesperson was producing!

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