Good and bad sales managers
21 Jun 2009
I’ve had the privilege of coaching some really superb sales managers - and a few awful ones. Here, in a nutshell, is what I believe makes some people great managers and others awful ones. And this applies, not only to sales managers, but also to everyone in any area of business where they have to work with a team and need to get the best out of people, whether or not they have any official title or responsibility to that team.
Ineffective sales managers are focused on meeting their targets and achieving their personal goals. They do this by driving their team and others around them to work harder and sometimes smarter. They’ll be the first to criticize, but praise is usually reserved only for when the targets for their team members are met. They rarely coach their team and rarely, if ever, go out on sales calls with members of their sales team. When they do, their attitude and their actions often make them unwelcome companions.
Great managers know the names of their team’s families, partners, children and much other personal information – not only because it’s good management practice, but also because they genuinely care.
Great managers help people who are doing badly and want to do better and help people who are doing well to achieve even more.
Great managers know that the pace of the leader determines the pace of the pack.
Great managers are proud but not conceited, humorous but not foolish, kind but not ineffectual, strong but not disrespectful and bold but not intimidating.
Great managers add value to other people's lives. They know what each member of the team wants to achieve in their business and personal lives and they know that it’s only by helping those individuals achieve what they want that they in turn will achieve their own goals.