Managing a sales team is difficult. Regardless of how many degrees, diplomas, or PhDs you may have, every salesperson is different, which makes every sales team different. And yet somehow, that is what makes managing a sales team so rewarding.
No matter how much research you do into this topic, the most common advice you will come across when researching “managing sales”, is to ensure a solid sales management process and honestly, this guide is no different (in that aspect). A robust sales management process is what it’s all about.
According to Pipedrive, sales management is the process of “Developing a sales force, coordinating sales operations and implementing sales techniques”.
A sales managers’ goal should be to use these strategies to meet (hopefully exceed) the businesses sales objectives. A successful sales manager wholly owns the creation and sustainability of an excellent sales team, which naturally includes the development of lasting customer relationships, reducing costs and reaching sales targets.
Ensuring your company has a rock-solid sales management structure will inevitably lead to the future scaling of your business. With proper planning, coordination and control, a sales team guarantees the quality of their sale, building lasting relationships and increasing recurring sales.
Not only will the creation and implementation of a proper sales management structure ensure your business is flourishing externally, by way of increased sales, returning customers, heightened referrals due to great sales service, and proper planning. But, these structures enable business owners to improve communication among team members.
As a sales manager, apart from all the other tasks you’re juggling, your function when it comes to your sales management structure will include:
• Setting targets for your salespeople
• Helping the team Identify quality leads
• Continually improving the efficiency of your sales process
• Monitoring sales team performance;
• And finally, the function that gets people’s eyes rolling, analysing and reporting.
You’ve got to be consistent, your sales team’s success depends on it. If you’re consistent, they’ll be consistent in closing deals faster and building better relationships with their clients, effectively improving sales altogether.
In any department, running your own team means complete dedication to the organisation. As a manager, you don’t only need to ensure your staff are doing their jobs, but that they are also representing the organisation in the best, most positive way possible. The difference between managing a sales team and managing any other internal team is that sales reps are constantly in contact with customers or potential customers, therefore they must be in tip-top shape, at all times.
Although managing any department is tough, managing a sales department has to be one of the most difficult jobs. Typically, a successful sales rep is great at selling, but the key is that they are great at selling your product, and that they are a great representative of your organisation.
As a Sales Manager, you’ve got a lot on your plate. Here, we’ll unpack your responsibilities in more detail. There are a few key responsibilities that the Growthonics sales managers take on, and we’re sure you’ll benefit from them too;
A sales team can only be as great as their fearless leader. For you to be a successful sales manager, you need to hire the right people, at the right time, and place them in the most suitable positions.
A sales manager has to almost be a Jack of all trades, and a master of all too. Your sales team is going to look to you for guidance, so you need to ensure that you equip them with the right weapons, tools, and armour to succeed.
You must arm your sales team with a vision and strategy. By setting a clear vision and strategy for your team (which aligns to the organisations’ overall vision and strategy) your sales team will have a clear understanding of where you, as their leader, want/need them to be.
You must equip them with a hardy sales process. By creating a robust sales process, you will be setting a guide for your sales team to follow, keeping them aligned and working towards a common goal. Although equipped with this comprehensive guide, they are still people and will always require a little nudge here or there to ensure the completion of daily sales activities, and to address issues where necessary. Sales management is as much about the people as it is about the sales.
Above all else, your sales team needs to keep abreast of the most current selling behaviours and strategies. They must be confident that they are using the most effective and relevant methods in the industry. How do they do this? Well, you as their fearless leader must ensure that you have budgeted for their constant training and development. This is a crucial step in ensuring the long-term success and retention of your sales team.
No, really, it is. Organisations often overlook culture when deadlines are looming and the relentless pressure to deliver is continually mounting. Although culture is an intangible asset, it is an organisations’ greatest one.
Culture drives buy-in, professional development and most importantly, team dynamics. As a sales manager, it is not only your duty to shape the definition of a healthy, productive and inclusive team culture, but to also sustain that culture. By recognising successes, measuring outcomes and (this one should go without saying) hiring accordingly.
Sales managers (all managers for that matter) should both recognise and celebrate their sales team’s successes, as individuals and as a team. By celebrating as a team, you’re removing the “every man for himself” taste that typically lingers in the mouths of team members who aren’t celebrated as often as others. A win for one should be a win for all.
Measurement of outcomes should be more than a “gut feeling”. Outcomes should be measured according to more than just turnover or “win rates”. Rather, use resources like surveys, monthly stand-ups, and key sales metrics to truly get a grasp on the tone of your sales team. Over time, you can use this data to measure trends within your sales team and gain a greater understanding of the individuals that make up your team.
As previously mentioned, a successful sales manager must hire the right people, at the right time, and place them in the most suitable positions. When searching for sales individuals to fill sales positions, there are many factors to consider. An individual may have a resume that completely blows you away, and an academic history full of top universities. Candidates may say all the right things and have the right answers to every question you ask, but none of these indicate a great cultural fit.
According to Inc. there are three ways to know if a new hire will fit in with your company, and team culture (and we agree with each one)
And for the purposes of this blog, we’ll also include a significant aspect we look for in potential sales team members
If your candidates have these three (or four) key characteristics, they’ll probably fit in well with your sales team.
One of the most significant reasons to focus on cultivating an ironclad culture is that it makes the typically mundane, meaningful.
We work to earn a living. So, if your sales team’s remuneration guidelines aren’t established from the get-go, you’re setting yourself up for some real trouble.
For instance, if your sales team members find out that they don’t earn commission on already existing accounts, do you think they’ll try really hard to build up those client relationships? Do you think they’ll create sales tactics to sell them more products or services? Probably not. They would rather focus their time and energy on