The 10 Biggest Mistakes Sales’ Managers Make

1. New sales managers fail to recognise the complete change in mindset necessary to transition from a successful salesperson to effective sales manager. Many of the decision-making habits and mindsets that served well as a peak performing salesperson must be un-learned and replaced by a new, managerial mindset.

2. Function as a reactive “fire-fighting” manager, whose time is consumed by actions that do little to improve the team or the business. Many managers manage the issues of the day, only to see the same issues “flare-up” again the following day. They don’t prioritise, never seem to get caught up, are stressed, frequently bad tempered, overworked, and often make important decisions simply “by shooting from the hip”.

3. Don’t see coaching, the ongoing development of your salespeople, as the #1 priority. The most successful sales managers are the best teachers.

4. Failure to implement and manage a performance standards system that identifies and enforces behaviour, activity, and results expectations in clear, unambiguous terms. There is disconnect between how your company defines the salesperson’s job and how your best salesperson have re-defined it. Carefully observe your top produces, and re-define for your team what constitutes sales excellence. It’s more than a number.

5. Unwilling or reluctant t o confront under-performing team members. Why is it that so many managers who are aware of a performance problem fail to confront the lagging team-member in such a way as to change their behaviour.

6. Once experienced managers recognise the importance of having a “leadership mindset”, they revert back to operating from their salesperson instincts. Experienced sales managers, particularly during times of stress, may continually cycle back and forth, between the roles of a salesperson and management/leadership, displaying an inconsistent unpredictable leadership style which only serves to cause more stress.

7. The failure of the 80/20 Rule: spending 80% of the time with the bottom 20% of salespeople. (Key: Spend time with the middle group, “emerging contributors”)

8. Fail to re-energise senior salespeople who have become “stuck in a rut”. Salespeople who have “lost the fire” are salespeople who have lost sight of their goals, so you must help them see their future more clearly.

9. Inconsistent recruiting and selection program. You can’t grow without good people.

10. Fail to leverage the strengths and resources of the team’s top producers to step-up and become informal leaders. Lead and manage your “bell cows”.

Reference: Davis. K (2004). How to Leader & Motivate Sales Team. Perth, WA: Wayne Mansfieldß