Your Most Important Function as a Sales Manager
Posted in Assessments & Evaluations, Dynamic Training News, Improve Sales & Profits, Leadership Development & Training, Performance Management, Talent Development & Training, Team Building & Alignment on Jun 23,2020
Sales supervisors, managers, and leaders: here’s a question for you. What is your most important role as a sales manager? Select from the list:
a. To make sure this month’s sales goal is hit.
b. To make sure your company’s customers are happy.
c. To support your sales staff in achieving their goals.
d. To develop your sales and customer contact staff.
While an argument could be made for selecting any one of the answers listed, by far the most impactful thing a sales manager can do is to develop his or her staff. Why? If each staff member has been developed to do the right things at the right time, chances are great that a, b, and c will also be achieved.
Staff development includes these four primary areas:
a. Setting clear expectations and goals.
b. Teaching new skills.
c. Coaching to help staff master skills.
d. Monitoring performance and addressing gaps.
Of the four areas, coaching is the one that pays the greatest return on investment. Why? As a result of coaching your staff members will consistently perform key skills at an optimal level on their own.
The largest ROI on the time spent by the sales manager in the field with a staff member comes from observing and coaching him or her in ways that help him or her master the selling and customer care best practices of your company. Let the sales team member plan his or her day to be full of appointments and calls with both prospects and customers, and you come along as an observer and not a participant.
Sales Management Tips for Effective Observation Days
1. Develop a list of the things you want to observe. An effective way to accomplish this is to lay out your list following the flow of the sales process. Begin with the initial stage of meeting a prospect, followed by performing a needs assessment, presenting solutions, dealing with resistance, closing, and following-up.
2. A best practice is to use a consistent form on which your observations can be noted next to the appropriate selling step in sales process.
3. Let the sales person know clearly what your role will be during the customer visit – that of an observer and not a participant.
4. Your job is to observe, not to run the meeting, present, or jump in and rescue the sales person should he/she make a mistake. Even if the customer or prospect asks you a direct question that the sales person should be answering, look the prospect’s / customer’s attention back to the sales person and let him or her deal with it. This reinforces to the prospect that the sales person is the lead, not you.
5. Key Step – Debriefing. After each meeting, debrief with the sales person. Effective sales managers do this by using questions to lead the process of self-discovery. A debrief must be conversational and low key, and not seem like an interrogation or lecture. It is important for you to assess what the sales person observed – and has learned – as a result of the meeting. Ask each of the four questions below, then remain silent and let the sales person to fully answer them:
a. “During the meeting, what things do you believe went best for you?”
b. “Conversely, what went less well than you would have liked?”
c. “If you could have a do-over, what would you do differently, and why?”
d. “Based on what you’ve shared, what three things will you do differently in the next meeting?”
6. Only after he or she has answered each coaching question should you offer your thoughts. Coaching is not criticizing; it is helping someone master a new skill that is likely a bit unwieldy.
7. By using this same process repeatedly, the sales person will begin self-assessing each call, even when you are not present.
8. On subsequent calls, make a note of the areas of improvement and encourage him or her to press on to perfection.
9. Each debrief round offers you an opportunity to have the sales person practice the finer points of selling, questioning, rapport-building, trust, effective communications, and relationship building.
Ideally, one day in five should be a sales observation day. It is almost impossible to manage a sales team when flying a desk. Observation Days will give you a customer’s view of what is happening at ground zero, allow you to respond to situations as you observe them, and provide valuable input to senior management. An Observation Day is one of the very best investments successful sales managers make in developing staff.
This article is excerpted from Boyer Management Group’s B2B Sales Essentials℠ Sales Management Development Program.
I love working with people and organizations who want to improve their effectiveness! Here are several outstanding resources that can help you and your organization to go to the next level:
- Improving your (or your team’s) management and leadership skills: Leading Through People™
- Raising your (or your team’s) selling effectiveness: B2B Sales Essentials™
- Conducting a more effective job search: Get a Better Job Faster™
I work with some of the world’s top employers by helping them get the most out of their talented people. My company’s extensive leadership development course catalog provides effective skills-building for everyone in the organization, from the new / developing leader to the seasoned C-level executive. My company’s coaching programs produce significant results in compressed periods of time. I also help job seekers, higher ed, and employment services connect people to better jobs faster. My company’s acclaimed career development tools help people navigate the ever-changing landscape of conducting a successful job search. To find out more, please visit us at www.boyermanagement.com, email us at firstname.lastname@example.org, or call us at 215-942-0982.