5 Leadership Tips for Sales Managers

Becoming a sales manager is a transition from a producer to a teacher. Have you made this transition recently? What are your tips for success?

Jim is the best. He can close 10-15 mortgages a month without even breaking a sweat. He knows every Realtor, CPA, and financial advisor in town. His phone is always ringing.

Sue is the top producer. She pulls in advertisers who don’t even need to advertise. Her charm and social grace seems to literally print money.

Both are new sales managers. And both are in trouble.

Sales coaching

For some reason their success is not transferring to their teams. These stories are typical to sales organizations. Good sales managers and top producers are often very different people.

So if you just got promoted to sale manager from top producer let me share some personal advice.

Stop Trying to Be the Top Dog

It all starts here. Negotiate with your supervisor, boss, or CEO to understand that the sales manager role has to be your primary mission. Your sales numbers will slip. Shift your goals and metrics to that of the team.

If you’re still trying to be the top producer the team and the sales organization will suffer. And chances are your numbers will slip anyway from the additional responsibility.

Here’s the idea: If you shift your attention from your single sales pipeline to optimizing the sales management skills of a team, you get a huge sales multiplier. But, it can’t happen if you don’t invest in each of those team members.

Start Handing Out Gifts

Investing in your sales team starts with handing out gifts. We’ve all got special talents and gifts. In the sales business that might be prospecting tricks, networking techniques, scripts that just work, or secret tactic that seems to be a bottomless well of opportunity in tough times.

To be a great sales manager you have to start handing out those gifts. Bring folks along on sales appointments. Let them set and listen to you sell. Ask them what they learned. Highlight points in the meeting or conversation that made you take a certain sales tact.

Help Your Folks Set Goals

I think this is the cornerstone of building a great sales team. Sit down with each member and have them tell you what their goals are. Chances are they haven’t thought about it all too much. In which case, you simply get the shoulder shrug. Opportunity!

Without goals your team, with or without you, will wander aimlessly and everyone will settle into their warm, comfortable, no-growth job and become employees. We don’t want employees on our sales teams–we want team members.

Immediately, sit down with each team member and help them identify their goals. Get commitment for their role and their contribution to the team.

I recommend keeping this simple and tied to dollars. Something like this:

  1. What is your commission or earnings goal?
  2. How many sales would that take per month?
  3. Based on your current conversion, how many appointments or calls per day does that require?
  4. Start tracking it!

You would be shocked how many sales folks have never been through this simple exercise.

Hold Them Accountable to Their Goals

Now that you have goals for each of your sales team members. Record them and regularly check on them. Have your team members report back how they’re doing on their own goals.

I know this is silly to mention, but I see it neglected routinely. Even though your team is reporting on their personally set goals make sure you’re tracking too and looking for teaching moments too.

Track daily or weekly calls, appointments, presentations for each team member. This gives you the opportunity to coach with numbers and goals, not simply rah-rah emotional pleas.

Let Them Make Mistakes

Have the confidence in your leadership to let them make mistakes. You made them and learned from them. Give them the same opportunity.

Becoming a sales manager is a transition from a producer to a teacher. Have you made this transition recently? What are your tips for success?

Book Review: Turbulent Time Leadership, For Sales Managers

Bettercloser.com - Book Review: Turbulent Time Leadership

Bettercloser.com - Book Review: Turbulent Time Leadership

No one will argue that we live in turbulent times. Our markets and business environments are challenging leaders in ways we have not seen in 50+ years.

In most businesses–actually, in all businesses–this pressure falls squarely on the shoulders of sales managers. Ask any small, medium, or large business owner or executive what they need right now and the answer is consistent: SALES!

That’s what made me say, “yes” so quickly to reviewing the latest book on my reading list:

Turbulent Times Leadership for Sales Managers: How the Very Best Boost Sales
by Tim Connellan

The title certainly nailed the top two things keeping every sales manager in America awake at night: turbulent times and how to boost sales.

However, I’ll be honest I was skeptical when the book arrived and I quickly scanned it. It was brief and prefaced by the fact that it was the “outgrowth of what was originally a two-and-a-half-day seminar.” I won’t hold you in suspense, although I had images of hucksters at Holiday Inn’s selling CDs on the back tables, I was very pleasantly surprised.

My first sigh of relief was that the book was based on real research (I love data driven principles). My second sigh of relief, and the trigger that had me eagerly digging in for real meat that I could us in my own sales processes was a radically different angle on sales leadership…

Connellan reveals a secret, a magical key, which simply pops out when you go looking for examples of high performing individuals.

Now, before I reveal the secret Mr. Connellan uncovered, I want to tell you what I found so intriguing about his approach.

Most sales trainers, coaches, and consultants (guilty–including myself) have a tendency to track down good sales people and start drilling them with the obvious question:

“What do you do to get more sales than your peers.”

Frustratingly, most can’t tell you or they tell you what they think does it, which often isn’t and certainly rarely is a repeatable process.

Connellan doesn’t do that. He seems to know what most of us always feel in our gut.

Good sales people come from good sales environments.

Think about it…you can probably track your best years not to a great business cycle, but to a great selling environment.

This is why Connellan’s secret captivated me…

I’ll give it to you in his words:

“I’ve been researching high performance for over 30 years now, and during one study, I uncovered a compelling statistical pattern. In looking at the backgrounds of high performers, I found that [most were first-borns].”

I gave the punchline there in my own words because Connellan pours on the weighty statistical evidence at this point; the majority of entrepreneurs, astronauts, Supreme Court Justices, female world leaders, US presidents, Rhodes scholars, even top performing students in primary and secondary education all firstborns.

Fortunately, he doesn’t stop there. He turns that statistical factoid into a road map for smart sales managers that need to get their teams to take it up a notch.

Connellan figures out why that firstborn environment gives these lucky children an inherent advantage. Then he teaches us all how to recreate it in our own sales organizations.

I’m not going to give away all of Connellan’s hard work. You really should get the edge directly from him, by buying the book.

However, I can’t resist teasing you with a bit of what I learned.

Connellan breaks this first born, performance nurturing, environment into three pillars:

  1. Positive expectations
  2. Responsibility and accountability
  3. Feedback

I can guarantee you that your sales management approach needs refinement in each of these areas.

Get the Book. Connellan will show you the most efficient path to higher performance and more sales.

Disclosure: The publisher provided a copy of the book for our review. I read it and liked it. I thought it would be useful for you to read to, so I took the time to review it. If you click and buy from the links above I will get a small commission that goes to fund my ridiculous reading habit (ask my wife) and of course more book reviews.

Book Review: Linchpin by Seth Godin

I’ve met Seth Godin only once in person. I attended one of his personal jam sessions (my term, not his) in New York. He changes you.

Not everyone gets that opportunity. However, I think Linchpin comes the closest to having your own personal jam session with Seth Godin, the master marketer. My first reaction to Linchpin was: this is Seth Godin, the acoustic version—raw and deeply passionate.

Written in his signature manifesto style, Linchpin is an anthem to the change we are all feeling. The world, companies, economics, technology, employment, and people all seem to be in caught in a revolution. And Godin takes on all these topics (he even debates Adam Smith).

His answer to dealing with all this turmoil? You!

The Linchpin is you. The appeal is to be remarkable—indispensible.

How you get there might surprise you. This is where you get that free jam session with Seth Godin. He coaches and motivates you to do it differently. He talks about being generous, creating art, and exerting emotional labor.

I could go and quote dozens of passages in this book (my copy is heavily marked), but it really is an experience. One that needs to be traveled alone because it will be unique to you. However, I will share some of the concepts that personally touched me:

Mediocrity of the Web

Godin pulls on a Hugh MacLeod quote to hit you with between the eyes with this one:

“The Web has made kicking ass easier to achieve, and mediocrity harder to sustain. Mediocrity now howls in protest.”

There really is no excuse for not trying. We now own the means of production. Marketing is nearly free if you focus on being really good. Your market will do it for you.

Remarkable People

This really is the cornerstone of being a Linchpin. You need to be remarkable. And that might not be as hard as you think. Here is the framework I took from Godin:

  • Stop feeling entitled to that job or career
  • Indispensible is not just being different
  • Exert emotional labor
  • “Produce interactions that organizations and people care deeply about”

Being a Linchpin is really about doing more with our personal passions and relationships than being a good employee/laborer.

The Gift of Emotional Labor

Gifts are a rapidly evolving part of our new economy. I’m not sure it’s really a debate over free, freeium, or freeconomics with a focus on business transactional models, but rather a consideration of the role of gifts in business.

My mother once taught me an invaluable lesson about how to give money to friends and family. She said, “Billy (I grew up in the South, everyone’s name ended with a “y”) never loan money to friends and family. Only give it as a gift and never expect it to be repaid.”

This advice has made me a very cheerful and frequent giver. And I have never lost a relationship over money.

I think this is the attitude Godin was explaining and the truth he highlights with Walt Whitman’s quote: “The gift is to the giver, and comes back to him…”

Seth Godin obviously believes strongly in this concept. Even his gift of this book to me was a coaching lesson in giving. My gift to the Acumen Fund returned me Seth’s gift of a free copy of Linchpin.

This book is a gift. You should get it. You should give it.

P.S., Don’t just take my word for it. Read other reviews of Linchpin.

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