Just like sellers, sales managers need skill development and training. So often they are put into a sales management role because they were a “great sales rep” and so often, they struggle and make mistakes because their new role as manager calls for a completely different skill set to succeed.
We also see cases where companies hire experienced sales managers and tell them to “go for it” with similarly disappointing results, usually because the direction was unclear, or expectations were unrealistic.
Whether you’re a newbie or a veteran, without sales management training and development you can easily make mistakes.
Beware of these 7 Sales Management Landmines to Avoid.
- Enthusiasm without strategy
The quintessential sales manager should certainly be enthusiastic with a positive attitude that is motivating and inspiring. But beware. This can also be a mask for lack of confidence or clarity on what the vision, mission, and strategy are for the sales organization.
We’ve asked very capable sales managers about their strategy for the upcoming year and get lip service in return, instead of concrete strategies and tactical plans. We hear things like, “We’re going to kick butt this year. Bring it on!” or worse, “Our plan is to bring in new accounts and grow the business!” Duhhh. Sorry…no real strategy here. We love the enthusiasm, but it just doesn’t cut it. Without a clearly defined go-to-market strategy, there is nothing to lead, and you will get lackluster results.
- Mr. Nice Guy
We all want to be liked but being everyone’s friend and wanting to be liked more than respected is a major mistake. It creates an environment where there is little accountability and often no consequences. The nice guy will avoid crucial conversations and as a result, problems may not be addressed at the risk of ruffling feathers or upsetting the apple cart. Over time, the nice guy builds a culture of complacency and stalled growth. The nice guy sales manager definitely finishes last.
- Mirror, mirror on the wall
The sales manager who doesn’t look in the mirror and see what others see will never understand what they need to do to become a better leader. We are not all perfect but ignoring our weaknesses and allowing ego to take over creates a monster.
There are so many resources for developing your personal brand and leadership style. Take the initiative, read a book, get a coach, and commit to self-development. Your job is to get results through others so be the best that you can be.
- Easily influenced
Experienced salespeople are always selling, and they will sell you. Don’t let them hide their deficiencies, or spin sell the results. Don’t let them convince you that “they got this.” They need direction, management, and further development to be a better salesperson.
You need to be providing sales skills training, regardless of the salesperson’s experience or age. It is often the “veteran” or the “old pro” who thinks they don’t need it, and yet they typically need it the most.
- Too busy
Sales management is a big job and comes with a great deal of responsibility. And yes, you are extremely busy. But being too busy to be engaged with your sales team is a major mistake. You need to be present, listening, understanding, and actively involved. Be in the field and ride along with your reps. Give them your time, attention, and feedback as you watch how they perform.
Observing your sellers in the field will give you insight into areas of weakness in your sales process and in particular individuals. Your job is to make improvements so that the sales cycle is shortened, and you are growing your business faster. Get out from behind your desk and the paperwork. Move away from your email and cell phone. Be present and in the moment with your sellers!
- Dr. Jekyll and Mr. Hyde
“I wonder who is going to show up today?” That question should never come from your sellers’ mouths. Don’t make the mistake of being unpredictable in how you react, respond or behave.
Your management system and style should support and lead, not confuse. Be deliberate and consistent in what you say and how you say it. Be aware of the impact and influence your actions and words are having on others. Your “shadow” as a leader remains long after you are gone.
- Who’s the boss
Sales managers who are not establishing high-level relationships at the executive level of top customers are making a huge mistake. You should be known by all of your key accounts as the Executive Sponsor. Do not allow your sellers to be the only one having customer relationships. Your customers, at the executive level, need to know you personally, value the partnership and see you as a trusted adviser.
If you don’t take action, and begin building these executive relationships, you will find yourself in a bind if a sales rep leaves or you need to let them go. Customer retention and loyalty are too critical to your success and the overall success of the sales organization for you not to be involved.