Archives for posts with tag: Management

The best sales managers don’t micromanage their staff nor obsess over the numbers all day. The best managers have the right people on their team, all consistently selling the same way. They maximise their teams’ selling time and minimise their paperwork. They do structured deal reviews on key opportunities, offering advice and direction where needed.

They best sales managers focus on the few key metrics that determine success for their business. They champion the right behaviours and values. They call out their top performers and celebrate the example they lead. They forecast accurately and confidently, allowing the organisation to plan accordingly. They have the right technology in place to automate good behaviours and free themselves up to coach their teams.

Here are 8 areas that I think are key to great sales management:

  • How to design sales quotas, sales compensation and resourcing
  • How to do deal reviews
  • Pipeline values, composition and movement
  • Buying process, sales process and how forecasting relates to them both
  • How to define the behaviours and metrics for success
  • Pinpointing areas for improvement in individual sales people
  • How to conduct sales meetings
  • How to plan for growth

I’m sure there are others you’d want to add, but if you can master these 8, you’re well on your way to being the best sales manager.

I used to work for a CEO who would give his considered feedback thus, ‘So Paul, just a few thoughts…’

I’ve expressed my dislike of the word ‘just’ before, but in this case it is well used. Coming from your CEO, ‘just a few thoughts’ could be translated into one of two ways. First, it’s ‘here are a few things you need to do to this version before I’m happy with it.’ The second is ‘here’s my feedback, your call on what you do to improve the document.’

How you interpret those few thoughts depends, of course, on you, your boss, and your working relationship. Do you have genuine autonomy, and work for someone who’s leadership style is the right blend of genuine delegation and guidance? Or do you work for someone who prefers to sign everything off and in effect has a more micro-managing style? If either is the case, what do you need to stop doing, start doing or continue doing to progress?

Over time we learn the style of the people we report into it and we become finely attuned to how they operate, what their values are, and what’s important to them. When we work successfully with them we’re effectively selling to them. I used to work with another CEO who would repeatedly say ‘yes’ at breaks in the flow while I was pitching an idea or a project to him. I used to call it the ‘yes that means no’. I knew that he was not with me and I needed to re-approach differently or pick another battle.

When you ask your CEO for feedback on a second version, and you get the ‘just a few more thoughts,’ well, then you’re probably running out of time…

Do you remember in the old days of business training? There used to be a phrase, still prevalent today, that ‘to assume makes an ass out of u and me’. We were told never to assume.

This for me is not only out of date, but it’s plain wrong. It should be consigned to the era of conforming, regimentation, uniformity. The era that’s not the era we’re in.

Life’s too short, and the business world moves too fast, for us not to assume. There is too much complexity, too many variables, too little time for us to not to do otherwise, unless we want to left behind with the also rans. And who wants to be an also ran? They have neither choice nor control.

My advice on assuming is this:

– assume, whenever you can

– the first law of management is to check your facts, so do that if it’s possible, and do it quickly and effectively

– then make assumptions around what you don’t know, based on your experience, your gut feel, and preferably both

– then make that decision quickly and confidently

Assuming helps us make quick decisions, wrong decisions, fail more quickly, and learn and improve more quickly.