Sales Managers
You built your reputation as a top seller or product expert, and the company promoted you to Sales Management.
This is where achieving results through others requires new skills for budgeting; governance; compliance; strategy; hiring & firing; employment legislation; team motivation, staff discipline; assigning territories; taking the fiction out of forecasts; deal reviews; sales accompaniments and skills coaching; the sport of inter-departmental politics; managing up, down and sideways; and dealing with divas. Sound familiar?
Maybe your company gave you a sales manager induction program to make you an all-rounder who knows the science and art of growing sales in both bull and bear markets. In our experience, most companies expect you to 'figure it out' when you take over as a manager, because they don't have a development track for your role.
Applying common sense will get you through your first two years. But what do you do when sales that were 'a sure thing' start to slip, executives put you under more pressure to perform, and you find yourself getting involved in the detail of more deals, being less a manager and more a 'super rep'? With little time to be strategic and a growing sense that your career can't afford one more bad quarter, your job becomes a pressure cooker.
Would it help to have some expert support in your corner?
For 30 years we've been providing a proven 'old school' approach to improving the knowledge, skills and behavior of sales managers at all levels. This has helped sales managers around the world fix what they didn't yet know was broken, and win more than $50bn in uplift they didn't think was possible.
What could our expertise mean to you?