The folks over at Insight Squared recently posted this interview with me. It touched on sales management, but there wasn't enough time to do it justice. I have written about sales management a lot in my Blog over the past 7 years with at least 75% of the roughly 1,100 articles on the subject. If you are a new reader, there is a lot of material to sift through. Start with my article series by scrolling down the left-side navigation panel.
In the context of best practices, the sales management role is now 50% coaching. The problem is that according to data from Objective Management Group, 82% of sales managers make very ineffective coaches. Just yesterday alone we had conversations with sales managers who:
- Weren't able to recognize what their salespeople were doing wrong;
- Had the ability to listen in to sales calls, but weren't doing so;
- Heard how bad their salespeople sounded on the phone, but weren't able to correct them;
- Struggled to onboard new salespeople, but hadn't realized that lack of sales experience added at least a year to the ramp-up period;
- Couldn't identify who their most effective salespeople were;
- Were afraid to present critical feedback to their best salespeople;
- Couldn't terminate their worst salespeople;
- Couldn't differentiate between nice and friendly, versus nice and effective;
- Didn't have the time to spend with new salespeople.
- they don't need the help,
- their boss would have a problem with them getting better,
- they already know it all,
- they can't take the time,
- it's not important?