People Strategies: Sales manager must reach their goals through others

Dear Linda: What are the most important things to know in making the transition from direct sales to management of a sales staff? Thinking of a Change

Dear Thinking of a Change: Probably the most important thing is to understand the job. I mean, really understand what you are getting yourself into. Here are a few observations to help you make your decision.

Companies grow or die based upon the strength of the sales department. Some people would like to argue for the contrary, but they won't win. Other departments may be better at what they do; other departments may even be the reason customers buy, but they are not more important than sales.

Sales managers have an unusual challenge. Both the goal and the result are not in their direct control. They don't set their own revenue target, and they can't make the number by themselves. When the pressure is on, it is up to the sales manager to perform through other people. Really learn to manage stress well and attend training on interpersonal skills.

The sales manager job is about navigating three distinct worlds: the executive world, the sales team world and the customer world.

The executive world demands yearly revenue growth, accurate forecasting, cost containment, customer satisfaction, employee satisfaction and lots of profit. Sales managers must work effectively to clear the way for creative solutions, provide feedback from the field and to influence the direction of the company.

To function in the executive world, act like an executive and think about what they think about. You will have much better luck communicating with executives if you don't expect them to join your world you have to go to them.

Managing the sales team can feel like babysitting, being in a battle or living on the edge likely all three. Be prepared to hear a lot of complaints and challenges. It is their duty to inform the company of weak areas that impact customer attainment, satisfaction and retention. Your job is to receive this information professionally and manage it effectively within the executive world.

Salespeople need attention, recognition and rewards for a reason. Their egos are on the line with customers and with the company. Everyone knows how they are doing. They can be heroes one day and a scourge the next. Be patient, resourceful and empathetic.

If you have your own clients, get rid of them. Sales managers should do one job. Maintain your client friendships and keep in touch with the rest as the manager of your replacement.

The customer world can seem like anything from the Garden of Eden to Hell.

Sales managers must navigate carefully to achieve maximum revenue and satisfaction results. They usually interact with customers when there are complaints, when they go on calls with salespeople and when there is a strategic opportunity.

Customer complaints a scorecard for employee performance and future growth. Sales managers should look for patterns and seek to solve the most pressing problems. Effective sales managers are known by the most important customers.

If all you do well is coach salespeople, you've got 80 percent of the job licked. If you only coach them from your office, then shame on you. Fodder for coaching comes directly from observing salespeople interacting with their customers.

Help salespeople learn to focus on positive behaviors rather than negative. What you emphasize will be repeated. One exercise I recommend is used just after a meeting with a client.

Tell the salesperson that you would like to adopt a new way of debriefing client calls by asking four questions, "What went well? What went well? What went well? and What would you do differently?" Let the salesperson respond first, then you answer the questions from your perspective. Do this every time and salespeople will automatically start doing it alone.

Finally, I think sales managers should be involved in the most strategic opportunities. This does not have to happen in front of the customer. Ushering opportunities through the organization can make or break revenue goals. Know everyone and what they do you might need their expertise.

One final thought: understand you are one of the most important people in the company, but never act like it. Arrogant sales managers and salespeople should die a slow death. Put the interests of the company, employees and customers before yours, and your interests will more likely be met.

(Linda Bower is a speaker, executive coach and human performance improvement consultant in Rogers-ville. Send questions about people, problems or productivity c/o SBJ at PO Box 1365, Springfield, MO 65801 or sbj@sbj.net.)