Is Manager And Coach The Same Thing In Football When Selecting a Sales Manager, Good Is Better Than Best

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When Selecting a Sales Manager, Good Is Better Than Best

It has been accepted practice for decades that the best sales representatives are likely to be promoted to sales management positions.

Incidentally, if you ask sales leaders to evaluate this practice, almost all of them will surely answer that two things happen – neither of them is good!

First of all, a high-quality salesperson is removed from the game, so the team loses a great salesperson.

Second, the former sales person is usually a middle or middle manager, so the team loses again. Sometimes a company loses money because many times a former top performer who is now below middle manager finds work elsewhere.

Some of the reasons for this result are that companies tend to spend a lot of time and money on technical and product training for sales representatives, but little or no time and money on leadership and management training. Leadership and management skills and leadership abilities should be actions and qualification requirements before promoting any sales representative to manager.

The practice of promoting high performance continues throughout business enterprises in the United States. The practice is based on two assumptions. It is assumed that promoting a high performer is the right thing to do to reward success. And successful sales representatives will be good leaders.

The former may have some value, but the latter is certainly not a reasonable or logical conclusion. As suggested in the opening paragraphs, a high sales record does not guarantee leadership ability. There is a lot of evidence to support this statement.

Professional sports teams are a great example. Many former professional baseball, basketball and football players have become or are now head coaches or managers. Only a few of them were high representatives. Some were good actors and many others were just solid players. After all, anyone on a professional team is head and shoulders above the rest of us, but not everyone is a superstar. There are those who are the elite within the elite.

In general, stars who become coaches or managers tend not to be great managers or coaches. There are exceptions. Bill Russell comes as a good example of a superstar who was a very successful coach. His teammate KC Jones was a very good player who was probably a better manager.

Former players who become successful coaches and managers are usually good players, but not superstars.

Phil Jackson is an example. Who would have thought that “The Human Hanging Bag” would become a “Zen Master” off the bench for the Knicks and a highly successful head coach for both the Bulls and Lakers, winning multiple national championships for both teams.

Another example is Tony LaRussa. He retired after winning another World Series with the Cardinals and will go into the Baseball Hall of Fame as a manager, not a player in the major leagues.

Most former professional footballers who became successful coaches were not superstars. On the other hand, many professional football stars have become successful head coaches.

How does this relate to the selection of a sales manager? Here it is.

Sales reps are very competitive and often have huge egos. This is good. These are qualities that are interested in performing their craft. Top performers, like superstar athletes, have high expectations not only of themselves, but of everyone else on the team.

Professional players who have been less than superstars know that everyone has something to contribute to the team, so their expectations are not for everyone to be a superstar, but for everyone to contribute to the team as expected.

This is the single most important reason why non-supers make better coaches and managers. While the fact remains that everyone on a professional sports team is part of an elite group, among the elite are those who are more elite. The latter group often does not have a good relationship with the former.

And that’s why a top sales performer probably won’t be a good sales manager or leader. Expectations of a top performer may be too high. A top performer expects everyone on the team to share his motivation, discipline, methods and enthusiasm. This expectation is unrealistic.

For a previously excellent sales person who has now been promoted to manager, it affects what I call the Clark Kent syndrome. The syndrome often occurs when a superstar manager meets with a regional sales representative. When the former arms salesman realizes that the territory sales representative is slipping or slipping in front of a customer, the new manager does not hesitate to push the territory representative aside and take charge of the situation in the same way that Clark Kent would. shirt and tie that the great Superman S.

This action may “save the day”, but once again at least two things happen, both bad. The customer loses confidence in the sales representative, and when the next issue comes up, the customer is likely to contact the sales manager rather than the sales representative.

A good performing manager, on the other hand, is more likely to understand the importance of supporting the local sales person than Superman.

I instructed the sales managers who report to me not only to stay in the background, but also not to give the customer a business card. I told the sales managers to give the customer any excuse for not having a business card, but to assure the customer that a local representative would be contacted if necessary. There was no way we wanted the customer to bypass the local sales person, as it sometimes happens.

Good employees who are promoted to the position of sales manager usually understand the dynamics of the team and the contribution of individual members to the team. A good performer-turned-manager usually knows how to motivate and motivate everyone to produce and contribute, because maybe someone treated them that way or they knew they could do it all themselves. can’t perform as well as superstars usually think of it. times The expectations of a good manager who is now performing are likely to be both reasonable and focused on achieving team goals and objectives rather than individual goals. And perhaps the most beneficial characteristic of a good executive, now a manager, is that the competitive nature of his team members is directed toward competitors, not among team members or among colleagues.

Leadership is an important component. Leadership comes in many forms. A manager should be expected to be a leader, but not all team leaders are managers. Top performers are expected to lead by example and lead by example. Whether it’s habits, discipline, planning, organization, appearance, or temperament, top performers must lead by example.

Sales managers need to be more than role models. They should be leaders.

Sales managers should be visible and not hiding behind a desk. At the same time, sales managers are not the ones riding on a white horse. Good leaders are those who work together with their team and allow each team member to know the value of the role of each part of the team.

Leaders are not just a “pretty face” or a “fast talker”. Charisma is not leadership. Many charismatic personalities have the ability to attract people, but often have no place to lead those attracted.

Managers understand that advanced trade employees are not “cannon fodder” or any other dispensable tool. Rather, sales teams are indispensable to the achievement of an organization’s business goals.

Leaders are not just leaders who tell team members what to do. Leaders use power, which produces limited success and generally leads to disgruntled, unmotivated and demotivated team members. Leaders motivate and encourage team members to accomplish the overall goal of the company.

And perhaps most importantly, leaders don’t see kindness and appreciation as something weak or beneath them. Leaders know that positive reinforcement can be the most powerful leadership tool. Leaders understand the value of telling team members they did a good job or thanking them for their work.

And we all know that no matter where we are, we don’t hear anyone saying, “Great job!” or “Thank you!” too much. Leaders do this. Leaders don’t.

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