Let me preface the conversation by saying the job of a Sales Manager is very complex and difficult and there's no sign of relief due to:
- increased global competitive pressures
- increased competitive pressures due to conflicts with channel partners and distributors
- perceived and actual commoditization of products and service due to more choice and less differentiation
- constant innovation - the next "new big idea" to sell -
- smarter prospects and customers - instant access to all kinds of internet information on products, services and suppliers
- more demanding customers and prospects - shifting view of what is valuable to them at every stage of the sales process
- hyper - Attention Deficit Disorder due to the tsunami of information and disruptions everyone is bombarded with on a daily basis
- pressure from executives to consistently increase revenue, margins, market share and shareholder value quarter over quarter, year after year
- managing the vastly differing values and attitudes of the gen X, Y and baby boomers
- tightening talent pool - shortage of high caliber candidates
- predatory recruiting practices by your competitors targeted at your best people
- change - relentless march of initiatives to improve strategies, processes, procedures, and information systems
- lack of or poorly defined job descriptions that specifically outline roles and responsibilities
- poor alignment of strategies, goals and objectives, compensation, rewards and recognition programs supported by poorly designed and/or outdated information management systems
- inadequate initial and ongoing sales management training and development
I sincerely hope no one is dealing with the oppressive cumulative weight of all these things at the same time. If you are, then please keep away from sharp objects. You have a tough row to hoe and I feel your pain!
Month after month Sales Managers come to the Sales Management Leadership Program and express their frustration over struggling with a subset of obstacles, issues and challenges listed above (if I missed any please add to the list by leaving a comment). Some have the exact same frustrations, some don't, however almost all come with high hopes of finding answers to relieve the pressure. The point is achieving the status of an elite high performance Sales Manager is tough.
On the brighter side, I also meet Sales Managers who have it figured out. Year after year they consistently out perform their peers. I''ll bet you know Sales Managers like that too, don't you?
What Are The Top Traits or Skills Sales Managers Must Have to Succeed?
Since I'm interested in your perspective I won't present my Sales Management Manifesto on this topic. Instead I'll start us off with 3 top level Meta-skills and traits and see what additional ones you value.
1.0 Elite Sales Managers have the ability to focus on the critical few, make strategic choices, and plan and execute. High performance managers invest time in working on their business as well as in their business. They know what to focus on to get the biggest impact on achieving long and short term objectives and they don't get distracted for very long.
2.0 Effective Sales Managers have a congruent management system, management and sales strategy and communication style that instills, cultivates and reinforces an expectation of high achievement.
3.0 High performance Sales Managers have the ability to recognize when situations require different management/leadership styles. This skill fosters an environment that attracts, develops and retains individuals that can become elite high performers that consistently deliver high impact business results.
Tell me about your experience and what you think are the top skills and traits a Sales Manager must have to succeed by leaving us a comment, a thought or insight to chew on.
