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Force multipliers…

I enjoy coaching sales managers.  IMHO, it’s the toughest role in the business; part super-sales-rep; part leader; part administrator; part trainer.  Lots of parts to being a front-line manager (sales or otherwise), true?

In the sales department, companies like to promote top sales reps.  Despite all the research stating almost universally those top sales reps don’t have the requisite skill set to be effective sales managers; companies promote them anyway, yes?

In, “Critical Ways Managers Motivate and Demotivate Employees”, Dr. Bradberry offers:

Organizations know how important it is to have motivated, engaged employees, but most fail to hold managers accountable for making it happen… When they don’t, the bottom line suffers… Gallop research shows that a mind-boggling 70% of an employee’s motivation is influenced by his or her managers.  It’s no wonder employees don’t leave jobs; the leave managers.

When in doubt – blame it on the manager – but that might actually be accurate.

I get it; I’ve been one.  And like all managers, I enjoyed some success; endured some failure.  Some of my direct reports thrived under my management; some hated me; a few I had to fire.

I too wanted to learn the answer to the question I was recently asked by an Oracle Sales Manager, “Gary, what is my job?”  He continued, “Should it be the super-sales-closer”?

Coming in at the end of a sales process; offering your pen to sign the order; leading the close, the win, the “kill of the hunt”… that’s the glory part of selling.  Do sales managers think their people like them stealing the lime light?  Does the manager understand the damage she is doing to her own credibility?

Damage you say?  How does closing deals damage manager credibility?  After all, the sales rep still gets the commission.  Going back to the question at hand, deal-closing is not the sales manager’s job.

Each time the sales manager steps in and “takes control” she delivers the message to the sales rep, “You’re not capable.”  Oh yes, I’ve heard the justifications…  “Gary, I’m just helping my reps until they become self-sufficient.”   Really?  IMHO – it doesn’t work that way:

Call it a universal law… You are exactly as credible (as a sales manager) as (your sales rep) is with you… Recognize him for what he is – a mirror of you. 

Barry Trailer

No, I don’t believe the front-line sales manager should be the “super-sales-closer” and in so doing damage their own credibility.  Jump in on one deal, and managers tend to jump in on all deals.  The lime light is addicting.  The sales manager role must scale to much greater heights above just deals.

Managers must focus on getting the job done through their team; they must build-up their team’s credibility.  And that takes great skill when dealing with rep diversity.  For example:

Treating everyone equally shows your top performers that no matter how high they perform… they will be treated the same as the bozo who does nothing more than punch the clock.

Dr. Bradberry

OK, OK, let’s lighten up on Bozo – it’s not easy being a clown.

But managers must encourage each person to believe he is the super-sales-closer.  Managers must get the most from each person on their team – regardless of diverse experience and skills.  Each sales rep must believe she will kill her quota; is unstoppable; is totally credible:

Perpetual optimism is a force multiplier. 

Colin Powell

Yep – the sales manager has so much more to accomplish than merely closing deals.  Don’t you think?

GAP

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