Sales Management Training For A New Sales Manager

New sales managersBusiness expansion is a positive thing for a company to go through, especially in the current economic climate, but bringing in new leadership can be an impediment to progress if the right managerial skills are not taught from the outset.

A sales management team will sometimes have to hire a new sales manager to deal with a growth in the business, or to replace an individual who was not performing well. Advising this person needs to be a group effort, and the best leadership skills need to be identified in order to make this employee an effective executive.

The process has to be transparent, and the new manager needs to feel that they are given a specifically outlined role and set of tasks to perform.

Managers have to be introduced to a clearly defined role, and understand what success at that position will look like, according to Heather Kivett, president of Resolution Systems, Inc., a sales training and consulting firm.

There has to be an agreement with leadership at the company to define exactly what is going to be asked of the new sales manager. Outlined goals can help to ease the transition and can reduce overlap.

Kivett provided a definition of what makes a manager successful.

“A Sales manager’s goal is to have 100 percent of representatives, start, drive and close sales on their own in order to consistently meet and exceed quota,” noted the executive. “This is what defines a successful manager, and if there is a gap in the numbers, then this individual has to work to look for ways to close this gap.”

This clearly defined role helps to set a benchmark for the manager, and can provide them with a reference point from which to measure their progress. Finding the gap in the numbers will show them the employees that need help and those who are successful, according to Kivett.

“If you have 10 sales representatives, and two of them are consistently meeting quota, making and closing sales on their own, you have eight more to go,” said the executive. “Therefore, your job is to systematically go through and find out why those eight are not consistently meeting quota. The manager needs to find out why they are not performing and achieving their sales goals.”

Kivett noted that you always have to start with the employees who aren’t hitting their numbers, and work up from ground zero. They have to realize that this is the standard for the company, and they need to help their representatives achieve that goal.

If the manager does not come in and diagnose the problem with the representatives who aren’t performing, then they are just shooting in the dark. This individual has to analyze the habits of those workers and find out possible areas for improvement, according to the executive.

This is not a quick process and cannot be done simply. The exact steps for improvement need to be laid out in accordance with each individuals personality and selling style.

“There has to be an established goal that is established for a sales manager, then they have to go and assess the sales team,” said Kivett. “They need to figure out what it is going to take to fill the remaining 8 slots with successful reps. Some people have to be developed on sales skills, some on personal skills and some people are going to have to be let go.”