The Seven Deadly Management Sins Of Sales Managers

The Seven Deadly Management Sins Of Sales Managers

I recently read a great article by John Care, Managing Director of Mastering Technical Sales and author of the book Mastering Technical Sales: The Sales Engineers Handbook. His focus was on pre-sales managers but I actually think the seven sins were appropriate for any leader and definitely any sales leader. Here is a quick list but jump over to John’s article and read the rest of his discussion.

Management Sin 1: Expecting Perfection – You Are Only Human.

Management Sin 2: Micro-Managing the Detail.

Management Sin 3: Confusing Communications

Management Sin 4: Not Understanding Who The Customer Is – to modify John’s point in his article, a sales leader isn’t primarily serving the customer that pays the bills but the sales leader should consider his/her sales team to be the customer. Question for all sales managers: what did you do today that will enable your salesperson to hit their goals when you are not watching?

Management Sin 5: Giving Orders.

Management Sin 6: Losing Sight Of The Fight.

Management Sin 7: Ignoring The Needs Of Your Employees.

Think about the best and worst characteristics of all your previous managers. Make a list. That is a great start to positive and negative behavior for any presales leader. You must understand that, especially in high-technology settings, there are many ways to get something done – and only one of those ways is “yours.”

We have all seen great salespeople flop when they become managers. I believe there are two key reasons for this:

  1. The great salesperson really didn’t know how they were able to achieve greatness. Yes, they did most things correctly, but they didn’t understand why they were doing those things. This caused them to be unable to effectively share these techniques with their teams.
  2. The great salesperson thought that managing was different than selling. If the sales manager looks at each of their team members as an individual customer and tries to think about how to “sell” that individual on the manager’s goals, the entire process would go differently. For instance, you would never “tell” a prospect that they have to do X. Instead, you would explain to a prospect why doing X was in their best interest and helped the prospect achieve his or her goals. When you treat your direct reports like a prospect, everyone wins.

You should read the entire article by John on this subject. It is excellent. Please download it here.

 

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