No matter what a salesperson’s job title is (sales consultant, customer care representative, sales associate, sales representatives, real estate agent, store manager, account executive, business development manager, financial advisor, and so on), they all have to answer to a sales manager if they miss their monthly sales and revenue targets.
And, likewise, sales managers have to answer to their sales directors and to their boards if their teams miss their targets.
The role of sales manager comes with a lot of pressure. Often within businesses, it’s the top sales reps or the leading business development reps who end up being promoted into the position only because of their sales results and not because of any inherent (or trained) ability to manage.
Because this is the normal path of succession, companies are forced to quickly replace the revenue they would have earned from their now-sales manager from the other salespeople within their company. The problem then circles back because the now-sales manager lacks the knowledge, experience, and training making the attainment of company sales goals even harder.
It’s either at this point where a new sales manager rises or falls.
To get the most out of their people and to find the new business they need from each sales representative on their team, they first need to understand what their team members’ training needs are. Is there some part of their pitching which puts clients off? Are there aspect of the company’s products and services whose benefits they’re not describing clearly enough? There are lots of things to consider – including where a particular salesperson is even right for the business.
Being a sales manager is brutal, figures-led, and unforgiving – much like being a sales account executive. A sales manager has to figure out a way that s/he can meet and exceed company goals and business development targets without putting so much pressure on their staff that they fold or leave.
The professionals we work with love the content provided on Mondays.org and their investment helps them overcome these initial challenges. Smart sales managers are regularly motivating their staff weekly and we have seen how they have achieved going beyond quotas and getting outstanding results from their salespeople.
However, the challenge to stay on top is never-ending. After all, a slacking off sales manager is a sales manager who will be sacked and laid off soon enough. Getting Mondays started off right is the solution - get your team onboard and start making motivation fun and smart!
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