A top-notch sales management team is as pivotal - if not more important - to sales success as top-notch salespeople.
Why? Because the best coaches lead the best teams, not the other way around.
Sales management excellence "killer mistakes" such as...
- Promoting top sales reps into sales management positions
- Neglecting to provide sales coaching training for sales managers
- Failing to ensure executive sponsorship of a viable sales culture is present inside of the organization
- Requiring an inordinate amount of administrative time and "conference call" attendance of sales managers
...can all lead to a "broken" sales culture in which the sales management team isn't adequately prepared - and supported - in a way that will make sure they're prepared to do their jobs with excellence.
So, I've developed a list of questions to guide you down the path of making absolutely sure your sales managers are prepped for success.
Sales Management Excellence Checklist
Here it is:
- Have we formally and adequately provided our sales management team job-related training, particularly regarding how to coach reps in the field?
- Do we outline specifically what our sales managers are expected to provide salespeople in terms of support and assistance?
- Do we formally evaluate our sales management team's performance - in-process vs. end-process - on a consistent and clear basis?
- Is our sales managers' role in hiring new salespeople solid enough to ensure we hire only the best?
- As a general rule, do our salespeople consider their sales managers to be effective, strong leaders who advocate strongly for them?
- Do our sales managers launch new salespeople with great clarity and an accurate understanding of the exact expectations held for them?
- Does our sales management pay plan reward superior performance?
- Do we have too much turnover of sales managers in our organization?
- Does our system promote a sense of complacency and lead to a sense of entitlement on the part of sales managers?
- Have we formally defined what sales management excellence "looks like" to our entire sales organization?
- Do our sales managers know how to manage, communicate with and motivate individual reps in a way that resonates with each?
- Do our sales managers clearly and consistently outline expectations for our reps?
- Do we hold our sales managers accountable for daily actions and results?
- Do our sales managers spend sufficient time with our salespeople in the field?
- Do we provide real-time, meaningful coaching for our sales managers?
- Do we ensure our sales managers have strong product knowledge and sales skills?
- Do we consistently communicate how critical sales management excellence is to our organization?
So, while everyone considers a sales culture in reference to salespeople, just as important is what I'll call a sales management sales culture:
An environment in which sales managers are armed and held accountable for sales management excellence.
Looking for more information about getting your sales managers up-to-date on their sales coaching and management skills? Check out our public Sales Management Symposium by clicking here.