What Do I Do About an Aging Sales Manager?
Dear Stephen,
I am the VP of Sales at a contract manufacturer. One of our best sales managers is in the southwest and has a long history with our company. In the past couple of years, our clients have become younger, the demographics of the territory has changed and although our manager is well liked by our dealers and customers, I do not feel he is relating to the demo we now sell to.
For instance, many of the owners of our dealers in his geography speak Spanish, and many of the customers are younger and require more social time than my guy is willing or able to give. He does not have that much in common with our clients anymore, yet he knows our product inside out. Then there is the hiring. Sometimes I feel like he is hiring the same way he did 20 years ago in terms of who he brings on board, and our customers and dealers have changed, so his sales team is often out of touch with our dealers. I’ve observed that he does not want to look outside the industry; he wants an easy hire he does not have to train or change. I work for a privately owned company, and I know the owners that I report to like him as much as I do as a person, yet I sense they agree it is time to shake things up. What are your suggestions for moving him over, or do I have to move him out?
What can I do?
Signed,
Staying Relevant
Dear Relevant,
This is a bittersweet but common question in companies that have great sales leaders in sales organizations across the country. It’s not just an age thing, it’s not just a sales manager getting older, it’s the very nature and composition of the demographic of some of the sales regions in the country. Market demographics are changing. The owners of the dealers, and their customers, are more reflective of the communities they reside in, and salespeople and sales managers must change with that. Language and culture are often part of that change.
It’s difficult when you have a great man or woman that helped your company build a region and that region changes, or even when the region does not change much but the person has slowed down and cannot keep up with the ever-evolving fast pace of business. And now it’s AI! It can be overwhelming.
No one likes to be put out to pasture so my suggestion to my clients is that they must move the pasture. In other words, you do not move him out, you move him over! Meaning move the person sideways, for instance, to a global position or something a bit different, where they are still contributing, but just in a different role. Maybe the manager is especially adept at selling to government accounts; or large corporate accounts; or the A&D community. They can add value in one of these vertical markets.
Regional sales managers often think they have legacy jobs and can do them on auto pilot, so it is important that you stay close to each of them to be sure that is not happening.
As dealer ownership changes along with client demographics, the salespeople you hire should reflect this. Salespeople should be able to relate to their customers, not just the company they work for. The one thing government has gotten right is term limits for some elected positions and for me, sales managers should be in place no longer then ten years. Then, not fired but relocated or moved to a different position to keep them fresh and learning how to deal with a different customer base.
Our industry does not do enough relocating. Years ago, when people worked for a company called IBM, (I grew up in Armonk, NY, IBM headquarters) the people that work there would say it stood for I Have Been Moved!
Thanks for your question. You’re in a tough position. I hope this helps.
Signed,
Stephen
Stephen Viscusi is the CEO of www.viscusigroup.com, an executive search firm that specializes in the interior furnishings industry. Hires made through The Viscusi Group are guaranteed a one-year free replacement. Please share your story or comment on this article and send your workplace questions to [email protected]. Or give us a call at (212) 979-5700 x 101.
Contract Manufacturer's Representative
12moI am a little confused by this. The writer says the sucessful sales manager is liked by the dealers and customers And because he does not have much in common with the clients they are going to lose business? Sounds like the VP is trying to find an excuse to force an oldtimer out.
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1yThis sounds like pure Age Discrimation. We have dedication, knowledge and skills that non others possess. We don’t change jobs or careers for $.25 and hour. We don’t stay home in our pajama’s throwing our useless emails. Maybe it is time for a class action suit by us aging people
Director Of Contract Furniture Sales at Smart Business Source
1yI have a little different opinion. In some cases you are spot on but I feel slighted that this is directed solely at age. I have seen many people younger that aren’t able to connect and or understand this crazy business. I have been in this business for 35 years and am now a Director of sales for a small independent dealer. We have had remarkable growth because of my ability to connect with all generations of customers. In most organizations especially with mid market your C suite people are still mostly over 40-50 years old and tend to respect a senior person. As I have spoke with many companies and individuals if you love what you do you will learn to adapt. If the person leading your team won’t adapt that is the true issue not their age or years of experience. I take part in every aspect of our business for the warehouse, installation and sales. I still love what I do and that motivates me to continually learn and adapt to the changing marketplace. I have adapted to full technology use even though when I started the fax machine wasn’t even in the office yet!
Managing Director US/Canada for Garsnas AB
1yI agree with Stephen. The Sales Manager is valuable and can continue to contribute. It sounds like this is a very good employee. One more thing. How are the Manager's numbers as at the end of the day that is most important. If they are producing why be so anxious to change. To quote Staying Relevant the Manager is "well liked by our dealers and customers." Do you really want to change that. Finally, seasoned veterans have "been there and done that." They have developed "wisdom" that the younger replacement I can assure you does not possess. Also, again be careful of age discrimination which is the most prevalent and least enforced type of discrimination. Staying Relevant should be careful what they wish for.
Business Development Specialist at Andersen Corporation
1yChances are they were held in this role too long, therefore they should be given the opportunity for a promotion. Keep in mind, you want the change, especially in a case like this where you need a growth of new opportunities served/serviced.