Sales Management Philosophies
Provide clear direction and lead with a strong vision, positive attitude and open communication
Treat others with respect; treat others as you would like to be treated yourself
Understand fully the needs and motivations of each salesperson what motivates them?
If you know that it will be far easier to motivate coach and get the best results from the individual
Be fair, even and consistent at all times
Clearly define good performance and set goals in line with performance and corporate objectives
Provide direction and vision for the sales team and update them as to where they stand individually
Advocate and assist each sales person in his or her career path goals
Coach and assist in day-to-day problem solving and crisis intervention
Take personal interest in each SALES REP’S goals, dreams and motivations
Make myself available for communication, keep open lines of communication. Have each SALES REP contact approximately every two weeks for periodic check in
Facilitate plan for each individual SALES REP’S success, set goals and timelines for achievement. Stick to them and review upon completion
Do not overburden SALES REP’S with paperwork, always remember selling to the customer is the top priority
Advocate full territory accountability and delegate territory based decision making power to the individual SALES REP
Vigilantly measure morale, to spot negative trends and or focus issues in advance
Remind SALES REP’S of their roles and their crucial importance to the success of the company and the attainment of the corporate mission
Instill trust between myself and the SALES REP, show and tell them I am on their side as their personal advocate
Create and environment of free ideas, collaboration, creative thought processes, focused on enhancing customer service, providing value and increasing sales
Create an environment that is constructive and not destructive, not one of fear, but one where each person is free to consistently perform at their best
Ascertain where the individual SALES REP strengths and interests lie, then delegate tasks or responsibilities that will exploit these interests while meeting the needs of the Area
Demonstrate trust to the SALES REP and prove myself worthy of trust.
Never make promises that cannot be kept
Never ask others to do anything I myself would not do
Let them know I can be counted on for respect and loyalty, until that point when they are undeserving of it
Fight for worthy cause on the SALES REP’S behalf to upper management or internal staff
Be frank and honest when discussing substandard behaviors or poor performance.
Make sure it is tackled in the short term, rather than at year-end review.
Clearly define the problems which have resulted in poor performance or poor behaviors and seek the root cause
Attempt to separate the behavior from the person, then deal with the behavior
Probe for solutions with the individual SALES REP, seek consensus
Set clear goals and direction to obviate the problem
Incorporate changes into quarterly POA goals
Give encouragement and offer continued support
Use mistakes as learning tools for the future
Deal with personal non-work issues and problems in a sympathetic and positive manner.
Encourage staff to participate in certain decision-making processes
Maintain an open system of management- keep them informed whenever possible and ask for opinions about decisions which affect them
Do not play favorites, be consistent, even and fair
Praise work and achievement well done, even when some targets are missed
Be fair and firm when drawing attention to errors and poor performance
Always have a good reason and an explanation for refusing a request
Be cognizant that there are many “right” ways of doing something, understand the individual and their best qualities and make full use of the positive elements of each person
Use non-monetary incentives to boost motivation and morale:
Public recognition of achievement on voice mail
Visual aids at meetings
Written praise on email, correspondence and field contact reports
Ambition encourages achievement, so be sure to encourage big ambitions
Encourage staff to achieve by setting high but realistic targets on short term and long term goals
Recognize specific motives and treat them on their own merits. Be natural, but tailor management approach to each individual with regard to their distinct personality and style
Sales staff should be treated as friends, allies, partners and colleagues