This should probably be on my tombstone so that when people stumble upon it they’ll be forced to ponder the meaning of life and what a sales manager should do with their time. Sales managers can be a dull lot. When promoted from whatever they were doing-assistant to the assistant to the assistant to the president, worst salesperson, best salesperson-they sit in their new office and think wow, this is way cool! And is that an admin assistant I see out there? This is really getting better!!
Poor dumb clutz! Can you imagine how many managers there are that don’t have a clue how to answer the basic question-what is my role? Ah, I’m guessing somewhere in the vicinity of half. Ok, here’s the answer. Job number one for a sales manager is develop the skills of your salespeople. That’s it! If it’s Wednesday in Omaha and you’re traveling with Sam you had better focus on whether this cobber understands the mechanics of selling. And if he doesn’t then your job is to mentor Sam on selling skills.
This is not as easy as it sounds. Where do you start this process? How do you tell ole Sam that maybe he should back off the toothy grin, the break cartilage hand shake, and the latest one-liner about Nebraska football? Let’s face facts, Sam is on the brink of being a sales statistic. He’s getting by only by the thinnest of margins. Moving Sam from social butterfly to skilled sales professional requires base knowledge on specific techniques that apply to specific parts of the sales call. These are repeatable techniques, which means that the sales call on Wednesday in Omaha will be similar to the one made in Lincoln on Thursday. How simple is this? So simple that most managers don’t get it.
This is where I decide whether the post is going to have a 1,500 word count or 550 word count. I’ll stick with the latter. Regardless of whether you’re on day two of your management career or day five hundred you need to dissect the sales process for your company and your product. How do you start the sales call to a new prospect? How do you start the call to a regular customer? How do you probe for needs? How do you discover if there are multiple decision makers? How do you disqualify prospects? How do you cross sell? Wanna make a bet that you can break down the sales process into at least 50 or more components?
Here’s another way to look at this? Hasn’t your VP of manufacturing broken down the manufacturing process into definable steps? I guarantee that he or she has. Your mission as a sales manager is to do the same thing for how your product gets sold. Once that is defined then you can create the techniques to use during each step of the sales process and then make sure your salespeople use these techniques on their sales calls. If all of that sounds like a monumentally difficult task then ask for your sales job back.