Three Self-Imposed Pitfalls of New Sales Managers

Often “paperwork” like CRM systems, HR concerns, and other administrative requirements take precedence. Additionally many new sales managers are inundated by their sales team with fires to put out. Few new sales managers find themselves “ahead of the curve” – proactively coaching their team.

These institutional obstacles are difficult for an individual manager to avoid because they don’t go away – so the answer centers on time management not prevention. On the other hand, there are some self-imposed pitfalls that can be avoided. Let’s take a look at three:

  1. Because their sales success has led to the promotion, most new managers believe the way they sell works well – so the inclination is their team should use similar strategies. So, when a rep wants to pursue a strategy that differs from how the new manager would attack the account, tension often arises because each thinks their strategy is better. For argument’s sake, let’s say the manager’s strategy is better. But the key question is: Does the rep have the experience and skills to execute it successfully? Just because a strategy or technique works for one person doesn’t mean it will work for another. And in the end… if the rep “gives in” to the manager and isn’t successful, there is resentment and lost revenue.

    An alternative approach is for the manager to spend time up-front understanding each rep’s strengths and weaknesses and coaching then on an approach that fits each individual. It takes more time, but the long-term payoff is substantial.

  2. New sales managers often hold the reins a bit too tight. It’s impossible to script and/or approve every interaction between a rep and a customer. If reps have to go back to their sales manager to get an answer to every customer request – no matter how small it is – the rep becomes frustrated, and looks “small” in the customer’s eyes since now only the sales manager has the answers. And the new manager? He/she is inundated with emails, voice mails, and texts containing issues needing to be addressed. In these cases the new manager becomes a bottleneck – resulting in declining customer satisfaction and even revenue declines!
  3. The most effective sales managers have told us that they’re a “filter, not a funnel”. Simply put, they filter the unnecessary information “coming down” from the division or central office and only funnel to their team the information the rep needs to succeed. As they explain, we’re “eliminating the clutter and freeing up more time for the rep to spend on selling.” Unfortunately too many new sales managers don’t eliminate the clutter and their sales teams spend a disproportionate amount of time playing with “paperwork” rather than calling on customers. This can be difficult for a new manager but the sooner it happens the better.

Today it is more important to have a superior sales force. It is safe to say that it is near impossible to have a superior sales force without having a great group of front-line sales managers – they are the pivotal job for driving sales excellence.

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