Being a sales manager is a wonderful profession and a great honor. You don't just become a sales manager. For starters, it requires years of experience. But experience alone won't get you there. It also requires strong leadership skills. This is not always easy for managers who have previously been salespeople themselves. The passion for the profession entails a number of pitfalls. Letting go of the practice and 'thrill' of closing a deal is tough. Sales expert, author and speaker Anthony Iannarino discusses a number of pitfalls and characterizes a number of sales management types that you especially do not want to emulate.
The 'Deal Manager'
The type of sales manager who is fully focused on closing deals. As a salesperson, you have gained a lot of experience closing agreements with your prospects. It is therefore logical that closing deals is where your focus lies. But a good salesperson is not necessarily a good manager. When you act like a Deal Manager , your people cannot sufficiently turn to you for coaching, personal development, and professional development. And those are truly the primary indicators of your success as a manager.
The 'Puzzler'
The ' Pluimstrijker' (Slacker /Slacker) is the type of manager primarily concerned with their own position within the company. They are the 'yes man' type in relation to senior management and the board of directors. Employees working under a Pluimstrijker often feel that the manager does not adequately represent their interests. He or she does not fight for the team, but for the wishes of the board. This can lead to a severely strained relationship between the manager and the team.
The 'Desk Jockey'
While the Deal Manager type struggles to let go of the past and focuses too much on closing deals rather than managing a team, the Desk Jockey, on the other hand, has distanced itself too much from the practical side of things. This type of sales manager is mostly found behind a desk, busy with planning and budgeting, but rarely visits clients anymore. A lurking danger then is an ever-widening gap between manager and salespeople. It is difficult to inspire and lead a team without up-to-date practical experience.
The 'Super Closer'
Consciously or not, the Super Closer is the type of sales manager who always maneuvers themselves into the deal. The manager who still thinks they are needed to actually close the deals. Logically, this (rightly) insinuates a lack of trust in your team. Dare to send your sales team out and let go.
The legend'
The perfect example of an experienced and successful salesperson who has progressed to the position of sales manager. Sharing your own experience is of course a very important quality of a good sales manager, but it is important to realize that every salesperson has their own unique style. What works for you doesn't necessarily work for your entire team. Share your experience, but let your salespeople develop their own sales DNA.
What requirements should a sales manager meet in your opinion? What are indispensable qualities to forge a successful team? And what should you especially not do? Share it with us and inspire your industry peers!
Sales and from transaction to relationship
The best salespeople think not in terms of transactions, but in terms of relationships. They know that the value of a customer lies not in the first order, but in the years that follow. That is why they invest in trust, deliver more than agreed, and are there even when there is no immediate sales opportunity.
In practice, this means that you don't disappear after a sale, but instead remain visible. Make a call without a sales agenda, share a relevant article, or invite your customer to a knowledge event. That personal attention builds a bond that is much stronger than any discount. Customers who trust you become your best ambassadors.
Would you like to learn more about this? At Kenneth Smit, we offer an Expert in Sales Basics training that helps you apply these principles in your own practice.
