The Sales Management Process
Sales Leaders and Managers are often promoted from within the sales force, more on the basis of previous sales success, than on management potential. Does this apply to you? Maybe for the first time in your career, you are measured on the results of others, (who may not sell as well as you do!) This can lead to the misconception that the manager's role is solely to lead by example, which may be appropriate for less experienced salespeople, but is usually seen by “old hands” as interference, or even an “ego-trip” for the boss. So what is the appropriate process for a newly appointed sales manager?
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Let's start with one of the simplest and best known models of management, developed by Koontz and Fayol, and shown above. In this context, Management is seen as the process of achieving planned results through the activities of others, and it involves the productive deployment of resources through planning, organising, implementing and control.
The right hand panel above lists some activities typically nominated by participants and students in each quadrant, although there are obviously some blurred lines. Coaching, for example, has strong aspects of quality control as well as implementing; performance reviews, (clearly a control activity), must link back into planning for the future.
"And where is motivation?" you might ask - such a critical area for sales people who work unsupervised most of the time. We do not include motivation in the diagram because at Harrison Consulting, we do not see it as a separate activity. Motivation runs through everything the manager does and is dependent on how it is done. Motivation is sometimes seen as the "thread" which holds the process together.
Why Sales Management is different
The sales manager's role is usually complicated by a geographically dispersed sales force, working unsupervised most of the time. Then there is the erosion of skills due to customer resistance, and the difficulty of maintaining motivation.
Ay Harrison Consulting, we believe that this lack of direct supervision means that sales management must place high emphasis on a small number of key tasks:
In many companies, the role of the Sales Manager also includes significant Account Management and direct selling responsibility, which means that managers need to be dedicated and skilful in their personal planning and productivity. In terms of the Fayol chart above, this means that implementing could also include the direct activity of the manager; in sales management this would include direct selling activity. Although not a management activity in the "pure" sense of the word, it is still an important part of the job for many sales managers.
This "hybrid" role is particularly common in Australia, where the "tyranny of distance" puts pressure on sales productivity.
For a more detailed review of the sales manager's role, keep your eyes open for Part 2 of our popular e-Book "10 Steps to Effective Sales Strategy". Part 1 was published in 2019. Click here to download it.
The right hand panel above lists some activities typically nominated by participants and students in each quadrant, although there are obviously some blurred lines. Coaching, for example, has strong aspects of quality control as well as implementing; performance reviews, (clearly a control activity), must link back into planning for the future.
"And where is motivation?" you might ask - such a critical area for sales people who work unsupervised most of the time. We do not include motivation in the diagram because at Harrison Consulting, we do not see it as a separate activity. Motivation runs through everything the manager does and is dependent on how it is done. Motivation is sometimes seen as the "thread" which holds the process together.
Why Sales Management is different
The sales manager's role is usually complicated by a geographically dispersed sales force, working unsupervised most of the time. Then there is the erosion of skills due to customer resistance, and the difficulty of maintaining motivation.
Ay Harrison Consulting, we believe that this lack of direct supervision means that sales management must place high emphasis on a small number of key tasks:
- recruiting and selecting people with the right experience and skill-set to be effective in sales
- training them, both at the start, and on an ongoing basis, in the knowledge and skills required to perform the job
- regular performance evaluation and assessment, and counselling for poor performance when necessary
- effective planning and control
In many companies, the role of the Sales Manager also includes significant Account Management and direct selling responsibility, which means that managers need to be dedicated and skilful in their personal planning and productivity. In terms of the Fayol chart above, this means that implementing could also include the direct activity of the manager; in sales management this would include direct selling activity. Although not a management activity in the "pure" sense of the word, it is still an important part of the job for many sales managers.
This "hybrid" role is particularly common in Australia, where the "tyranny of distance" puts pressure on sales productivity.
For a more detailed review of the sales manager's role, keep your eyes open for Part 2 of our popular e-Book "10 Steps to Effective Sales Strategy". Part 1 was published in 2019. Click here to download it.
