Developing Today’s Sales Managers

Today sales managers are expected to get more productivity with fewer people, increase top and bottom line results, improve quality, and ensure customer satisfaction. Traditionally, sales managers were gatherers and communicators of company and sales information. They were negotiators and deal closers, customer problem solvers and company ambassadors. Sales managers now have the added responsibility of enhancing cooperation between sales and other parts of the organization, gathering local market intelligence, creating and managing localized marketing initiatives, and driving change better, faster, and smarter than the competition. All this is happening during an environment of virtual unemployment and increased demands for employee fulfillment.

Companies struggle with how to develop sales managers. Having sales managers out of the field for any length of time is risky and expensive. Few training programs are available for sales managers. The most common method of development has been at annual or quarterly sales meetings and development during sales meetings normally focuses on selling or product skills, not sales management skills.

The best method for developing sales managers is just-in-time field development. One-on-one, individualized, professional field coaching meets this growing demand. It provides the opportunity to help a sales manager develop ideas and approaches that best fit with his/her unique sales management style. Ideas can be applied immediately and barriers quickly addressed. This speed to action is vital to the achievement of sales results.

Experienced former senior sales managers provide this type of coaching and development. These individuals have the ability to gain trust and respect from sales managers. Below is the one-on-one process Business Efficacy coaches have found to be effective:

1. Compile background information on the sales manager from a variety of resources.
2. Define the sales manager’s goals and motivations.
3. Observe the sales manager’s performance directly and indirectly.
4. Raise awareness of the sales manager’s strengths and weaknesses (The objective is to serve as the proverbial mirror of current performance).
5. Explore and discuss the sales manager’s alignment between wanted and present performance; determine what can be enhanced or expanded.
6. Create a mutually agreed to plan on how to address necessary sales management skill, knowledge, and attitude gaps.
7. Evaluate the sales manager’s performance.

The pace of change and the need for immediate results to keep organizations competitive commands great sales management. Significant results are being achieved through one-on-one coaching. Perhaps this approach will work for your organization.