In our evaluations of sales organizations, we assess sales people, their managers and the company systems and process that support sales. We find answers to questions like:
- How Does Sales Leadership Impact Your Sales Force?
- Can You Improve Your Sales Culture?
- Are You Being Consistent with Your Sales Process?
- Why Aren’t You Generating More New Business?
- Is Your Ramp-Up of New Salespeople Fast Enough?
- Can You Improve Your Pipeline and Forecasting Accuracy?
- Who Can Become More Effective in Their Roles?
These particular questions reflect on sales management: if there are problems here, there are problems with sales management.
Several times over the past 16 years, after we evaluated a sales organization, the manager asked to be moved back into sales.
Selling skills and sales management skill are different. The things that make a great sales person are not always those that make a great sales manager. It is not unusual for a sales manager to want their work life to be simpler, have to potential to make more money and not have to deal with other salespeople!
The best sales managers I have known want to mentor and grow people, are lifelong learners, can handle detail and have a desire to grow professionally.
To understand why some sales managers fail, check out this Dave Kurlan article. He provides a short list of the reasons new managers struggle and what to do about them