| Owning a staffing agency, we come across all | | | | allow the sales force to generate new ideas as how |
| different types of sales managers and, subsequently | | | | to make the company better and allow them to |
| sales management styles. The majority of sales | | | | continually learn and feel as if they are an integral part |
| professionals who have been responsible for business | | | | to the organization's success. When all is said and |
| development before know the ins and outs of sales | | | | done, don't put the sales force to sleep. |
| management, however there are certain management | | | | Keeping close track of P & L - even if this is not your |
| traits that lend themselves to forming a cohesive team. | | | | duty, having an idea of where your team stands |
| Below, you will find both some positive management | | | | financially can allow you to leverage this information to |
| styles as well as some mistakes that those who are in | | | | heighten the chance of business development |
| charge of a sales force frequently make and that | | | | success. |
| have very negative consequences. | | | | Negative Sales Management Techniques: |
| Positive Techniques of Running a Sales Force: | | | | Not appreciating or properly recognizing employees - |
| Hiring from all different backgrounds - Hiring sales | | | | as a sales manager, doing this will get you in hot water |
| representatives from within the sales manger's industry | | | | and will leave you open to turnover after turnover. If a |
| lowers ramp up time and, thus provides a quicker ROI. | | | | sales representative is going above and beyond, make |
| Conversely, when hiring it is also best to seek out | | | | sure you recognize and show appreciation for their |
| potential sales stars from different professional, cultural | | | | work. |
| and educational backgrounds. | | | | This also means going to bat for employees who |
| Using this format when hiring provides a diverse sales | | | | need raises as well. |
| team that will give the potential and current clients | | | | Creating a bureaucracy - employee recognition should |
| more of an opportunity to choose what type of | | | | be based on performance and nothing else. For any |
| person they wish deal with. | | | | person, regardless of professional position, it is hard not |
| For example, if you have clients in Europe, procuring | | | | to play favorites. However as the leader of a business |
| sales representatives who speak French and Spanish | | | | development team, you have no choice; the |
| can be a huge advantage. | | | | consequences are too dire. |
| Giving the employees enough autonomy - | | | | Keeping on employees who do not produce - as a |
| micromanaging, in a lot of companies is a huge | | | | sales manager, you must create an atmosphere that is |
| problem that is hard to get rid of. This is mainly due to | | | | conducive to hard work. It may be hard to let some |
| the fact that getting rid of a business development | | | | sales representatives go whom you truly like, but to be |
| leader who is engaging is this type of management | | | | successful as a sales manager, it is a necessary evil. |
| costs money and leaves a management slot open | | | | Being afraid of hiring those smarter than you - the |
| that many representatives are going to pursue. | | | | entire point of hiring, regardless of industry or level of |
| After the new management hire is made, then the | | | | employee is procuring those who are more talented |
| current sales representatives who do not get the | | | | than you. The majority of business development heads |
| promotion, may be tempted to seek a sales or sales | | | | and VPs know this, however for those sales |
| management position elsewhere. | | | | managers who do not, failing to employ more talented |
| Training the employees well and keeping them | | | | individuals than yourself can only result in hurting |
| engaged - as a sales manager, you must always | | | | revenue numbers. |