THE SALES MANAGER EVERYONE HATES TO WORK FOR

THE SALES MANAGER EVERYONE HATES TO WORK FOR

One of the first things you become aware of when you become a sales manager is that you have many roles to play. At various times (and often all at the same time), you are a time management supervisor, a meeting planner, a contest creator, a report generator, a talent scout, a disciplinarian, a coach, a salesperson, a customer service specialist, a trainer, a psychiatrist. All these roles together, well-executed, make for a great manager – one whose main purpose is to get the best out for his or her people.

That is the bottom line goal of every manager – to build a strong, confident, productive team. It is not always an easy job, and there are many factors that block our success in that effort. Based on interviews with top salespeople around the country, the following portrait of the sales manager everyone hates to work for was created:

1. LOW ENERGY, LOW ENTHUSIASM. Mr. Negative never gets excited about anything. He is unhappy in his job, and shares that information freely. He is constantly depressed – and so is his team.
2. NO VISION. He sets no goals for himself or his team. He gives his team one direction on Monday morning, and by Tuesday afternoon he is saying something completely different.
3. IS WILLING TO SETTLE FOR AVERAGE PERFORMANCE. He “hasn’t got time” to work with his team or develop their potential. He does not expect much from his team, and that is what he gets.
4. TAKES CREDIT FOR EVERYTHING. This manager’s ego needs constant stroking. So every sale becomes his own, no matter how much or how little he had to do with it. He takes full credit for his team’s success.
5. A BLAME ASSIGNOR. When something goes wrong, he is the first one to point out who did it and exactly what went wrong (unless the mistake was his). He is quick to point out a team member’s shortcomings, and slow to offer any suggestions or solutions.
6. IS GLUED TO HIS DESK. He is a real eight-to-fiver who’s steeped in paperwork and seldom get out on the floor. He is always exhorting his team to do their best but is not willing to do the same.
7. CARES MORE ABOUT GETTING HIS COMMISION THAN ABOUT HIS PEOPLE. He is more interested in short term results than in the long term growth of his people.
8. LACK OF COMMUNICATION SKILL. He knows how to tell his team what is wrong, but he doesn’t know how to teach new skills. His listening skills leave a lot to be desired, and his team do not feel comfortable asking him for advice.
9. LETS HIS “FRIENDS” STOP PULLING HIS WEIGHT. He has favorites on the team, who take advantage of their friendship and get away with low activity and poor results, causing resentment and discontent amongst the other members of the team.
10. DOESN’T STAND BEHIND HIS TEAM. He is only interested in impressing the corporate bigwigs. He doesn’t realize that the success of a sales manager is in direct proportion to his team’s results.

TRAITS OF A SUCCESSFUL MANAGER

Where do successful managers come from? Most come from the ranks of successful sales people. But that doesn’t necessarily make them great managers. The best take the skills they have learned out in the field, and add the traits of effective leadership. The following are eight traits that distinguish the best from the rest:

1. THEY DEVELOP A GEUINE POSITIVE ATTITUDE. A positive attitude is more than just thinking good thoughts. Successful managers believe that a person’s attitude can make all the difference. They believe in possibilities; that most problems can be solved. They are enthusiastic about their jobs and about their lives. They know that how they act and react to various situations is a model for the team’s actions and reactions. Since enthusiasm is catching, a manager with a positive attitude usually leads a team with a positive attitude.
2. THEY DISPLAY A WILLINGNESS TO WORK TOWARD WHAT THEY WANT TO ACHIEVE. Successful managers know that nothing worthwhile is ever achieved without effort. They are willing to do whatever it takes to make their team successful. They spend time on the floor with the members of the team, and do not expect their people to do anything they wouldn’t do themselves.
3. THEY UNDERSTAND THAT EVERYONE MAKES MISTAKES – AND THEY KNOW HOW TO HELP THE TEAM LEARN FROM THEIR MISTAKES AND FAILURES. They have been out on the floor themselves, and know what it is like to interact with irate customers or rejection. But they are not defeated by it. They expect it as a part of life, know there is a lesson to be learned in every setback, and pass this philosophy on to their team.
4. THEY SURROUND THEMSELVES WITH POSITIVE IDEAS AND ROLE MODELS. Successful managers believe in the saying, “You become what you think about.” They know the importance of a positive environment, and keep reminders of their success and their teams’ success visible. They seek out mentors whose wisdom and experience can help them achieve their goals, and they encourage their team to do the same.
5. THEY NEVER STOP LEARNING. They are constantly looking to improve. They do not assume that since they have reached a certain level of success they can stop learning. They study their skills and their industry. They keep their minds open to new techniques, and share their knowledge with their team. If managers are not learning and growing, they are not only standing still, they are going backwards.
6. THEY ARE PASSIONATE ABOUT WHAT THEY DO. If you love your work, it’s not hard labor. If the sales manager loves her work, there is much a better chance her team will love theirs. Passion fires you up, it produces energy and gives you a sense of unlimited potential and possibilities.
7. THEY SET GOALS. They focus on what they want to achieve, establish priorities, and know what they have to do in order to keep moving forward. They spend time with their team developing goals that are in the best interests of the individual team member, the team and the company. They are able to set realistic, achievable goals for themselves and their team, and keep those goals visible so that everyone knows the targets they are expected to reach.
8. THEY ENJOY GIVING BACK TO OTHERS. The main reason for becoming a manager is that you can use your skills, knowledge and experience to help others achieve. Successful managers are grateful for what they have been able to achieve, and are happy to help others do the same.