I've had the privilege of working with many new managers whose company hired me to help them transition from seller to manager or to work with existing managers to become more effective. One of the recurring issues I've discovered is a misunderstanding of what a sales manager is.
Whether I'm working with a newly promoted seller into a frontline sales management position or an established sales leader, I often find someone with a warped and destructive idea of what a sales manager's work is.
Generally I find these misguided managers have adopted one of these four destructive management styles:
The Clone Coach: A common tendency of great salespeople when promoted to manager is to believe that if they could just train all of their salespeople to be mini-me's of themselves then everything will be great--the salespeople will be happy, they'll make their numbers, management will be thrilled, customers will be loyal forever, and the new manager will be promoted again in no time. Thus, the new manager sets out to coach every seller on his or her team to do exactly what they did to be successful without regard to the individual salesperson's experience level, knowledge, personality, or skills.
Typically the harder the manager tries to "coach" each of their salespeople to mimic the way they sold, the more frustrated each seller becomes and the more resistant to being "coached."
Although the manager may succeed in creating one or two clones, they will alienate the majority of their team and eventually there will be a breakdown of trust and cooperation.
The Super Seller: The Super Seller is the star salesperson who when promoted to manager tells his or her salespeople to forget about selling, "you get the prospects, I'll sell 'em" is the crux of their management style. They haven't the slightest interest in seeing their salespeople grow as sellers; their only interest is making THEIR numbers because it's all about them.
Salespeople languish and eventually wither and die under a Super Seller for they not only have no chance to grow, if they do decide to exercise selling skills they are typically scolded for the perceived sin of costing the manager potential scalps on his or her lodge pole.
Although the manager may appear successful to upper management if judged only by the numbers, she is judged a complete failure and is resented by her team which typically suffers large turnover and discontent.
The Disciplinarian: Less prevalent than the two previous management styles but equally dangerous is the manager who comes in with the attitude of "I'm going to whip these lazy good for nothings into shape if it kills me." Most typically it does kill--both the team members and the manager.
The Disciplinarian usually has a chip on their shoulder and disrespect for those they "manage." This manager views himself as being not only a superior seller to his team members but also more dedicated to the company and his job than they are.
Sales teams under the thumb of the Disciplinarian suffer from morale issues that eventually result in high turnover and often outright rebellion.
The Pal: The Pal manager has most often been promoted from within the team and is friends with the majority of team members. The Pal's transition from peer to manager changes virtually nothing in the team's relationships as the salespeople have a difficult time making the transition to viewing their old friend as their manager and the new manager has a difficult time now having to hold her former team peers accountable for their actions.
Instead of making the transition from peer to manager, the new manager makes a transition from peer to Super Friend, becoming the advocate extraordinaire for her team mates, protecting them and covering for them no matter what. The Pal is committed to her friends and is most concerned about how they feel about her rather than managing them.
Unfortunately for most managers who take on the role of The Pal, the lack of discipline and accountability results in the team members taking gross advantage of them--to the point that often their tenure as manager is very short lived.
The common denominator that binds all four of these management styles together is a focus by the manager on themselves and their wants and needs.
Certainly managing entails coaching, and disciplining when necessary, as well as helping close a sale here and there; and needless to say making the numbers is important. But managing involves far more than these few traits and it becomes destructive when the manager becomes completely focused on their own needs and their perceived success rather than their team's growth and performance.
One of the keys to being a successful sales manager is having a solid understanding of human nature and in particular understanding what makes each team member tick. More than anything else, sales management is about leadership, not about control or being the big shot or even just making the numbers.
Manager, if you see yourself locked into any of these management styles, by all means seek out a quality coach or find a quality management training company and start the process of becoming a strong manager.
Seller, if you find that you are working for one of the above managers, consider your situation carefully and make a conscious decision as to whether you want to continue in such a situation where your growth as a salesperson may be stymied and you may live in a constant state of frustration.
About the Author
Paul McCord is the author of Creating a Million-Dollar-a-Year Sales Income: Sales Success through Client Referrals, and The Extraordinary Sales Manager and Planning YOUR Success, both to be released in late summer 2007, as well as numerous articles.
Disclaimer: The views and opinions expressed in this article are strictly those of the author. CPSA does not endorse any of the companies, products and services mentioned within this article.
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