The Role of The Sales Manager

The Role of the Sales Manager

Tim Connor

There are four major issues that impact sales performance. They are:

1.      The type, frequency and content of sales training.

2.      The coaching and training ability of the sales manager.

3.      The management style, attitudes and competence of the sales manager.

4.      Communication style of the sales manager.

All of these are necessary for effective sales staff performance. The competence, attitudes and the management style of the sales manager, however, is the critical issue in this formula, because the sales manager can either sabotage or contribute to the other three. There are a number of concepts that must be included in this topic area regarding the sales management function. They are the sales manager’s:

1.      Self-image

2.      Sales experience

3.      Relationship to senior management

4.      Contribution to the overall sales – as well as – corporate culture

5.      Willingness to support and go to bat for his or her salespeople

6.      Ability to create an atmosphere of trust and respect

7.      Ability to treat each salesperson as an individual and not ‘lump’ him into a group of sales performers

The key principle a sales manager must never forget is – you get the behavior you reward. If you want better margins; reward activity and success in that area. If you want new accounts, then the same rules apply. If you want more sales (numbers), again the same rules impact behavior.

One of the biggest mistakes poor sales managers make is that they fail to understand and integrate this simple, yet profound, concept into their management style and behavior.

Remember the role of sales manager is to manage…not do it, unless, of course, you are a personal producing manager.

Why is it that many sales managers believe that the cause of poor sales performance and results from its staff is due to the skills or attitudes of the sales team?  Well, yes in a way it is but I would caution you – if you are getting poor performance from a single sales rep or the entire sales team you have to ask yourself – how am I contributing to these behaviors and poor results?

Failure to look in the mirror from time to time is a recipe for disaster. If you are too insecure or egotistical to believe that you may be a major part of the problem – well – things are bound to remain the same or even worsen over time. 

The best sales managers view their major responsibility as a coach, encourager and trainer.  The worst sales managers believe their role is to control, motivate or even badger their team.