What makes a good sales manager is a question we hear all the time from CEO’s, Presidents and Owners.  We have worked with hundreds of sales managers over the years and each one brings his or her own strengths and weaknesses.  One variable that is oftened overlooked is whether the corporate culture allows the sales manager to do the job for which he or she is being held accountable.

Jonathan Farrington has a great quote that not only answers the question of what makes a good sales manager, but is also the foundation of the sales culture of any organization (emphasis mine):

The Sales Leader’s role is one of catalyst – constantly helping their team to keep up with events, to change in the light of events and to succeed. . .

If you not only hold your sales manager but your organization accountable to this statement, you will allow your sales manager to react proactively to the revenue goals of the company.  This approach is far more aluable than forcing them to be a firefighter (constantly having to put out fires).  The post goes on to give 7 objectives that a sales manager should be thinking about with their team to achieve superior performance.  They are simple, direct objectives, but they provide a clear and concise picture of how your team is performing and where effort will need to be placed to achieve your goals.  Here are the 7 objectives:

• Do you understand their motivators – what is driving them?
• Do you have visibility of their numbers – year to date, forecast vs. required performance?
• Activity levels – are they working hard and smart enough?
• Engagement – are they talking to the right level in their prospects/accounts?
• Messaging – are they capable of delivering an appropriate message at the right level?
• Qualification – are they only spending time on deals where they can compete and ultimately that they can win?
• Closing – are they constructing successful campaigns and closing business?

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Just when I thought companies had finally taken my advice and started proof-reading their employment ads I come across this title:

Build Enginerr

Of course the ad states this requirement (emphasis mine):

-Excellent written, spoken, and interpersonal communication skills with the ability to communicate ideas in both technical and user-friendly language.

I suppose the descriptor “excellent” is all relative.

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Ok, we never really went anywhere, we just took the holidays off and enjoyed a time of relaxation.  Now the new year is upon us along with what I consider the best selling time of the year.  From now until Memorial Day, companies are implementing plans, purchasing equipment/services and focused on business.  It is a window for any salesperson to start strong on their 2009 quota.

This year definitely will challenge many salespeople as the worldwide economies have been in a funk.  However, sales still occur.  One thing about being a successful salesperson – you have to have passion with controlled emotions.  I’ve seen salespeople allow themselves to get into a funk.  They listen to the media’s hyperbolic drumbeat of negativity and the salespeople start to believe their efforts are pointless.  Before you know it, they are keeping their head down in the proverbial foxhole hoping they are not fired.

This approach often creates a self-fulfilling prophesy.

Sales must continue.  The economy is an excuse.  There are still deals to be won, they just take more effort to locate.  These deals may also be in markets for which the salesperson hasn’t pursued in the past.

What I like to hear from sales candidates during these times is some form of this – I turn over as many rocks as needed to find the deals.  Slow economic times require diligence and tenacity to be successful.  Sitting on old accounts, blaming the economy or avoiding the sales manager are all bad signs.

These times call for consistent management and realistic expectations.  Those two things will be the best guide through this present economy.

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