This week I thought we could take a brief look at what skills are needed to be an efficient Man Manager and get the best out of your sales team.
Good Man Management requires a completely different set of skills and character traits than just being a good sales person. I’ve seen on countless occasions where a company has given the top sales person a management position through natural internal promotion, only to find they failed in their new position and eventually returned back to the sales floor because they could make more money as a sales rep.
The top sales people don’t necessarily always make the best managers. The top sales reps tend to be self centred, cold calculators who are full of their own self importance and only interested in their next commission cheque.
Those characteristics are great if you just want to be a successful sales rep for the rest of your sales career.
When you move into management you need a completely different set of skills. Of course it helps to have been fairly good as a sales rep before you move into management so you can pass on your selling skills to your new reps, but what’s more important is to know how to manage.
So what makes a good Man Manager?
Good Man Management means being a good leader. To lead means to go in front and show the way.
A favourite saying of mine is the one that goes: If a man is starving and you give him a fish, he will eat for one day. But if you take that same starving man and teach him how to fish, he will be able to feed himself and his family for the rest of his life.
Good Man Management is exactly that. Teach your sales team how to sell and they will feed themselves, their families and you for the rest of their lives.
Educate and Motivate daily, not just when sales are slipping. (Prevention is better than cure.)
Never blame the person, Blame the action and outcome. (People can be taught good habits and actions can be changed thus producing the desired outcome. If a person is not performing is it their fault, or is it yours for not teaching them properly?)
Never ask anyone to do anything you’re not prepared to do yourself. (Respect is something you have to earn. It doesn’t come automatically with the title.)
If you have to pull someone to one side make sure you do just that and pull them to one side. Never make an example of them in front of the rest of the sales team and always find something to praise them about straight after the reprimand. Everybody performs better with a pat on the back and some praise.
And lastly, remember that you were new once. The only reason you’re now where you are is that someone took the time to manage you properly when you first started your sales career.
If you there’s a particular sales subject that you would like me to cover in future articles, please leave me a comment below or drop me an e-mail and I will answer them in the forth coming weeks.
See you next week.