What are common mistakes sales managers make and how can you avoid them with training programs?

Sales Managers as per their name their main job is to manage Sales only but to manage the Sales they need to manage a lot of other things, Sales is the final outcome only of their combined effort and this is the major mistake they commit. In the process of getting numbers they forget to manage People/ resources/ situations/ communications and many other that effects the Sales downward.

Not Setting Clear Goals and Expectations: Without clear and measurable goals, it's difficult for salespeople to know what they're working towards and how to track their progress. Sales managers should set SMART goals (Specific, Measurable, Achievable, Relevant, and Time-bound) and provide regular feedback to keep their team on track.

Not being able to set attainable goals. Managers often overcommit - especially junior managers to huge targets. The team can't achieve them leading to a lack of motivation across everyone. If targets increase typically they should be nomore than 4% monthly (lot of research supporting this)!

A big mistake I see is not allowing yourself to make a few mistakes. You learn a lot as a manager by earning the opportunity to make some mistakes. I think the coaching component is the biggest miss by new managers. It is easy to mistake "putting out fires" as being a great manager.

*Unprepared account executives. Business sales training is ultimately designed to change specific behaviors in order to increase sales performance. *Unprepared Sales Managers. During a well-designed sales program, participants observe, absorb, and practice the critical few sales skills that will best help them to increase performance. *Lack of Focus. Beware of trying to do too much at once. You don’t want to overwhelm sales reps with too many new processes, practices, skills, or knowledge. *Inadequate Support. Not only must sales leaders model and encourage the right behavior changes, but they must also deftly balance holding people accountable and providing the support and resources to ensure sustained adoption.

Sometimes, sales managers get promoted because they were a great sales IC and that can turn into them trying to become a super rep when entering the management role (i.e. they feel the need to close every deal). The risk of that is by stepping into to run part of every deal, you’re not letting your team learn. A manager of mine once told me about LIITS … Learning Is In The Struggle. The best managers provide their team with the right guidance to help them learn and grow, but let them struggle and fail assuming that they learn from it. It’s important for managers to learn how to become effective coaches where they can provide guidance and tips to their team without feeling the need to hop on and run deals for them.

There is no faster way to reduce the performance of a sales team than by micromanaging them! The high performers will be quashed almost immediately and the only folks that improve will be the newest team members because they're still figuring out how to do the job. Instead, set expectations and get commitment for them by getting your sales team to help you set those expectations. Expectations should go both ways and you need them to define their expectations of you, too! Remember to ask for and give feedback based on those expectations and goals that you've both set.

In my experience micromanaging is implemented when a sales manager is unable to identify training and strategy deficiencies with the sales team, or a team member; as well as unable to provide proper coaching and guidance.

I've learned that balancing macro and micro-management is crucial for a successful team. While autonomy is important, effective guidelines and protocols can guide employees and prevent constant monitoring. Matching responsibilities with abilities is key for success. In critical projects, a balance between macro and micro management is necessary. Finding this balance fosters productivity and harmony in the workplace. #micromanagement #leadership #productivity #macromanagement

El peor pecado de un gerente... Creer que su equipo sería inservible si no fuera por su gestión. El gerente que se rige por acciones de micromanagement, además de cansar a las personas, logra crear uno de los ambientes de trabajo más tóxicos que se puedan imaginar. No permitir que las personas piensen, que resuelvan los problemas de forma autónoma y querer hacer de cada integrante del equipo clones exactos de si mismo, es sin duda el arma más destructiva para un equipo de ventas. Nada más frustrante en ventas que tener un gerente que cree que el único que quiere vender es él, que los demás están de adorno y que solo bajo los designios de su puño de hierro se pueden conseguir resultados exitosos. Una especie en extinción... Por suerte!

Consider that it’s not the amount of coaching but also rather the effectiveness of the coaching. Coaching is a strategy and therefore needs to be planned, calculated, measured, and adjusted; don’t confuse coaching with guidance or advice giving.

Many managers confuse, coaching, mentoring, consulting and management. These are all significantly different and serve a different purpose at a different time. Coaching is designed to take an individual from where they are to where they want to be. The first step in that journey is accurately identifying who you are and what is necessary to become the person that you envision at that future state. You cannot achieve it if you cannot see it! When starting a coaching session it would be most beneficial when the topics are led by the team member and not the manager. Consider, what areas did you have challenges with this week whatever your cadence? Why was this challenging? What could have helped you change the outcome.

Le coaching les aide à trouver un compromis entre la performance de l'entreprise et l'épanouissement des collaborateurs. Le manager de proximité est piégé entre la pression du top management et les exigences des collaborateurs. S'il ne fait rien, des blocages et des pertes d'énergie et de productivité sont inévitables.

Diese Sichtweise auf Coaching hier liest sich wie eine Einbahnstrasse Top Down. Die Grundannahme im Coaching: Es steckt alles in den Mitarbeitenden. Coaching in diesem Kontext bedeutet für mich demnach, unbedingt den Menschen zu sehen, zu fördern und zu fordern. Kommunikation auf Augenhöhe und die Philosophie “Kümmere dich um den Menschen und der Rest kommt von allein”, kann hier helfen und ist für mich die Basis von Coaching. Dazu kommt, dass Feedback auch nicht gleich Feedback ist. Auch da ist es wichtig, sich Mühe zu geben und Stärken zu stärken, anstatt an Defiziten herumzudoktern. All das werden die Mitarbeitenden zu schätzen wissen und das sorgt für Vertrauen, mehr Einsatz und Motivation und erreichte Ziele!

In my experience, managers are often reacting to urgent business demands and even when they have planned in good faith to have regularly scheduled coaching calls with their representatives they cancel them. Seismic conducted research with sales managers and "found that most managers devote 5% of time to coaching their staff". There needs to be training for sales managers on both the value and skill development of coaching. And there needs to be an organizational commitment towards coaching otherwise, these sales manager will continue to focus on urgent needs versus developing their staff which ultimately will deliver superior and sustainable results.

Neglecting coaching in sales management is like driving a car without a roadmap. Regular, personalized coaching sessions are vital for nurturing sales reps' skills and confidence. These sessions should not only focus on challenges but also recognize achievements, fostering an environment of continuous growth and motivation. Effective coaching goes beyond numbers; it's about listening, understanding, and guiding. For managers, enhancing their own coaching skills through training programs is just as crucial, enabling them to adapt to diverse team needs. Remember, a team's strength lies in the individual growth of its members

While asking open-ended questions, providing specific feedback, and offering training are valuable components of leadership and development, this is not coaching, as coaching encompasses a more nuanced and holistic approach. Coaching is a dynamic and ongoing process that can combine these elements in a personalized, relationship-driven manner. It's about unlocking potential, fostering self-discovery, and supporting long-term development rather than simply instructing or correcting.

Ya dije en el punto anterior que sí queremos confiar en nuestro equipo debemos prepararlos y prepararnos y en este punto hay que hacer algunas distinciones capacitar, preparar y entrenar (a pesar de que muchas veces se confunden) no son lo mismo. Capacitar tiene que ver con la entrega de conocimiento para desarrollar una competencia laboral. Entrenar es poner en práctica ese conocimiento a nivel de taller a fin de que el capacitado adquiera la habilidad y la preparación tiene que ver con motivar y despejar los temores de comercial. Ahora, como líder tienes que estar preparado para esta labor en pocas palabras tienes que prepararte con las técnicas de coach necesaria para acometer este trabajo con éxito

Your job as a leader is to give tools to your people, not the solutions - the old saying: Give a man a fish, and he will be happy for one day. Teach him how to fish, and he will be happy for the rest of his life, this applies here as well.

Coaching without a defined process - the prescriptive guidance I mentioned above - is an attack on the self-esteem. Salespeople crave specific actionable advice that works.

Opacidad=desconfianza Un gerente que no comunica, que no es transparente con su equipo, no puede esperar que ese colectivo actúe con confianza en sus acciones. Un gerente con miedos, se dedica a ser opaco en su transmisión de información, puesto que vive más pendiente de su propia estabilidad que de la estabilidad del grupo. La comunicación sincera y coherente es algo inherente al desarrollo de las funciones de un mánager. Respetar la confidencialidad también entra dentro de la coherencia, pero dedicarse sistemáticamente a ocultar la información por el mero hecho de sentirse superior al poseerla, aparte de estar cometiendo una mezquindad, crea desapego emocional en el equipo porque fomenta la desconfianza.

You cannot overcommunicate - make sure to have certain milestones established where you can check the progress but leave the execution to the team. Check regularly if things are clear or if they need further help, but don't take the task away from them.

Au sein d'une entreprise, les conséquences d'une mauvaise communication interne peuvent être multiples : La mauvaise qualité du travail. Si vos collaborateurs ne sont pas informés des attentes de leur manager ou des normes à respecter, ils peuvent commettre des erreurs. La perte de confiance.

La comunicación es una actividad esencial en el interior del equipo. Ningún equipo llega a sus metas si no tiene claridad acerca de los objetivos, políticas, cambios , estrategias y en general todo lo que tiene que ver con su área, producto, empresa, mercado y competencia y es obligación del líder que estos temas estén al alcance de todos los integrantes del equipo para que cada uno se sienta comprometido con los objetivos y éxitos de este.

Effective communication is paramount, particularly in the contemporary landscape where teams operate remotely, within office spaces, or a blend of both. Proficiently conveying information to the team mirrors the act of enlightening clients or prospects about your product or service. Enhancing the team's awareness fosters improved sales capabilities and instills a sense of inclusion within the company

Communication has to be a two way process. It is imperative to have a regular and clear flow where directions are precise and expectations are realistic. Just as important is listening, especially from the people who are actually on the ground as very often when not in direct line of work, seniors can be a bit far removed from reality and you need to keep a close ear to the ground.

Effective communication is the cornerstone of successful sales management. A lack of communication can lead to misalignment and trust issues within the team. Managers should embrace various communication methods - meetings, emails, calls, and digital platforms - to ensure that information is consistent, clear, and timely. Encouraging reciprocal communication allows for a more collaborative and engaged team. Additionally, investing in training programs to refine communication skills is crucial, as it helps managers tailor their approach to diverse team dynamics and individual needs, fostering a more cohesive and productive sales environment.

O principal deles é não ouvir a equipe de vendas que está em campo, alguns acham que já sabem de tudo e acabam fracassando como líderes.

In every disaster moment of service failure, communication is very important for service recovery. As managers fail in different situations, they have to review the points that subordinates failed frequently, take a survey or microscope to scrutinize the steps from beginning to end, and then find out the problems that add value there and solve problems with proper training and examination tests.

Gib klare Ziele und Leitplanken vor. Lass den Sales den Rest alleine machen. Wenn du die Zahlen in der Kontrolle behälst, kannst du jederzeit wieder nachjustieren ohne Probleme. Zu viel Kontrolle oder zu viele Anforderungen für die Kontrolle hindert den Verkäufer an seiner Arbeit. Zudem kannst du den Verkäufer praktisch gar nicht sinnvoll kontrollieren, denn er ist auch oft nicht im Hause. Somit solltest du dich umso mehr auf die Zielvereinbarung konzentrieren.

Under-delegating restricts a sales team's growth potential. Effective delegation empowers reps, fostering a sense of ownership and motivation. It's crucial for managers to recognize tasks suitable for delegation, aligning them with the team's capabilities and aspirations. This process not only enhances team skills but also frees up managerial time for strategic planning. Clear guidelines, appropriate resources, and regular progress reviews are key to successful delegation. For managers, investing in training to hone delegation skills is invaluable, enabling them to strike the right balance between guidance and autonomy, thus driving team efficiency and innovation

Here is the simple truth - we can't do it all! There isn't enough hours in the day or week. But even more importantly there are others who can do it far better than we can. When you delegate you are able to tap into others' strengths and interests. You create room for more creativity and insights while providing opportunities for people to be challenged and grow. The best professional experiences I have had in my career are directly linked to times were I was asked to take on special projects where they needed my unique perspective and skills.

La délégation favorise l'autonomie et l'efficacité des collaborateurs et collaboratrices, qui se voient responsabilisé. e.s. En travaillant sur les tâches qui leur sont confiées, ils peuvent affiner leurs compétences et en apprendre de nouvelles.

This to me is critical and more than just delegating, it is so important to empower people to do the work with the freedom to try new things and not understand a constant fear of making mistakes. Trust when you delegate and guide as they grow

Delegating is investing in your people. It shows them you trust them. It shows them they can do more. It shows them a way to the future. Delegating creates more opportunities for leaders to have essential conversations with developing individuals. It also creates opportunities to provide more recognition and positive feedback. Sometimes, delegating can be more work than doing it yourself. But that is a very short-sighted view. Leadership is a long game. Developing your team is a long game. Great leaders play the long game even when the short game is tempting.

Zielvorgabe und Leitplanke wie bereits erwähnt wenn es um die Kommunikation geht. Lass den Rest die Leute selber machen. Solange das Ergebnis stimmt, müssen wir nicht über den Weg sprechen. Effizienter gestalten können wir es dann wenn wir die KPI's kontrollieren des Mitarbeiters. Durch Leitplanken entscheidet der Mitarbeiter selber, ist weniger von dir abhängig. Wenn dein Mitarbeiter wochenlang nicht arbeiten kann, wenn du weg bist, dann delegierst du zu wenig.

This one I will keep brief… YOU CANNOT POUR FROM AN EMPTY CUP! People do what they observe you doing NOT what you tell them to do. So if you want your teams to have an insatiable hunger to be the best in the market in their field… you have to demonstrate that behavior in your actions. Our world is dynamic and yesterday’s knowledge will not get you to future pinnacles of success.

Investing in personal development is not just a luxury; it's a strategic imperative. When sales managers neglect their own growth, they inadvertently stunt the potential of their teams. Leadership is a continuous journey, and being stuck in outdated methods or perspectives hampers the ability to inspire and guide others effectively. A leader's capacity to innovate, adapt, and motivate is directly linked to their commitment to self-improvement. As the saying goes, "You can't pour from an empty cup." By prioritizing personal development, sales managers not only enhance their own leadership prowess but also empower their teams to reach new heights. Let's break the cycle of stagnation and lead with a commitment to ongoing learning and growth.

Being in sales management position, puts you in between the sellers (rep) and management. It can be very lonely at this job. You need to build your support system: mentors, peer support (sales mastermind) and even hire a coach to support you. This kind of investments of time and money will make you more successful and reduce your stress.

One of my companies required you to identify your bench and start grooming them to take over your job. It was a very new experience then and a bit disconcerting initially, till one learnt to look beyond and see the journey was for you to grow and let others grow alongside.

As Vince Lombardi said, "Seek to master yourself before you seek to master others." For sales leaders that includes mastering the process you expect your team to master. Lead from the front, by example. Be the first to record your calls and judge them to a standard, just like Katie Ledecky - Tom Brady - Caleb Williams. You set a good example when you do it well, and they learn from your real-world example more than any lecture or role-play. You also set a good example when you make a mistake, admit it and correct it. This creates a culture of humility and continuous improvement.

I learnt from the senior leader of my company that the sales manager or any position above the frontline sales rep are aggregators of Sales. As aggregators we are so much involved in sales follow up that we make the mistake of micro managing team members, not giving them enough coaching, set the right expectation and not focus on driving inputs like marketing tactics and processes. Ultimately revenue generation is done by sales rep and we need to have the right balance in driving sales and input matrix.

Especially as a first time people leader, it is often easy to fall into the trap of wanting to be loved by your team. In the end if you do not hold your people accountable, you will be held accountable. Respect drives followership, not being their buddy. Make no mistake, you can have deep relationships with your team members. Let them decide if they want that type of relationship. As you build trust, and lead with unwavering ethics and commitment they will seek it.

We tend to treat sales training as an event, rather than a continuous learning and development experience. Managers and sales enablement must develop and execute a reinforcement/coaching plan with every training program. Are the people applying the skills appropriately, are they getting the expected outcomes, where could they improve the execution. Without continued reinforcement, coaching and development, we are wasting time and money.

I've always felt that good sales managers have to earn their credibility. You can do that by selling along side your reps but be careful not to take over one of their sales unless they invite you to do so (perhaps during a pre-call planning session). Once you've shown them that you have the chops, they'll be more open to hearing what you have to say about their skills and behaviors. I was running a large sales team, brand new in the job, and visited a show with two reps. One of them challenged me to run the next demo and when I did, and we closed four deals off of it, I suddenly had reps asking me to come out with them. And I made sure to show them that I was open to learning more because it had to be beginner's luck!

Here's the #1 mistake sales managers make & how to avoid them with training & onboarding programs. You may have the best training or onboarding program. But in most cases, they take people all the way to the finish line & then they stop. While you may spend from 1 week to 1 year onboarding, the mistake I see most which causes onboarding or training failure is not ASSESSING after learning. HOW do you know they GOT it? After completing skill & product training when is the 'final exam?' When & how do you assess whether they internalized & understood what they were taught? If you don't assess their competencies, knowledge & communication (written) as you go, you'll be investing time in an employee who shouldn't be there in the first place.

Train sales managers to SHUT UP and LISTEN. Some serious self-awareness / eq development that will help tamp down ego. This is about lifting up the sales rep now. Sales Managers are often appointed because they are the best sales person. It requires a very conscious skill shift and letting go of what made you successful before.

Sales managers are multipliers - whether it be good or bad practices. The ability to lead oneself is paramount before leading others as you will be heavily scrutinised for what you do and don’t do. True respect comes from setting the standard. Your calendar is one of the biggest signals you can send to your team. Where you spend most time tells them where your priorities lie. If you say you get behind your team but then never get out from behind your desk you aren’t walking your talk. The biggest skill a sales manager can acquire is to learn the ability to empower and enable their people by training and coaching them effectively in skills they lack. Fail to do this and you’re left with a bottleneck or worse: a self-serving dependency.

Adults tend to apply new learnings in bite-sized pieces, layering skills. As sales managers, we can facilitate this learning by acknowledging their efforts, reinforcing the vision, encouraging them to continue applying the next stage and repeating this process of growth and development. Acknowledgement, support and repetition is the key to applying new skills.