One of the many problems many sales managers I coach face is they’re often not managing what’s important.
They are often just managing entries in their companies management accounts, and usually sales, or lack of them.
They’re managing their team’s CRM, sales reports and claimed sales activity.
They are trying, often unsuccessfully, to estimate accurately the sales pipeline.
They’re usually managing, and struggling to manage the lowest performers and underachievers, those who are not meeting quota or targets.
They are mostly focused on the failures and what they may or may not be able to do to help those underachievers, rather than moving everyone forward.
They’re often mainly judging their salespeople rather than encouraging them.
Most of that is such an ineffective, and often a useless set of activities.
So if you are a sales manager, ask yourself this question:
If you do not have a defined process that moves ALL your people forward, the winners and the losers, so they can all achieve the greatest results, then what is it you are really managing?