If you have been in sales for some time, you know there is a big difference between being a salesperson and a manager. In fact, most sales managers could confirm that the irony in their chosen field is that the responsible person usually takes a position based on their selling talent, but is successful or fails in this due to their management skills.
Many sales professionals have complexly learned this irony, sacrificing the valuable resources of the organization in the process. Most do not understand that by simply acquiring certain management skills and applying them in the workplace, they can move from a salesperson to manager and avoid dissatisfaction with management.
If you’re a new salesperson who wants to improve your management skills, here are three things you should know:
The sales manager has only one serious problem.
Most sales managers, who are still in a transition period from being a frontline employee, are often surprised that their individual tasks are replaced by corporate goals through their team. Unlike the seller, whose first responsibility is to develop and manage invoices individually, the manager’s responsibility is to ensure the continuous development of their sales team and, as a result, they continue to maximize the economic results and achieve their objective objectives.
A sales manager is like a basketball coach. If the sales field was compared to a basketball game, the sellers are definitely players, and their ratings, although registered as a team, are also reflected individually or as per person. When compared, establish a sales manager as the team coach who trains, develops and provides the team with the correct strategy to ensure they win and, in the case of sales, ensure they achieve their objectives.
The sales manager is part of the manual, and the sellers are the front liners.
For most newly promoted managers, they seem to forget that they are part of the administrationnow and their role requires more supervisionof them. Sales specialists are accustomed to act concerning their individual sales talent. The key is to recognize they have to learn a whole new set of skills that are associated not only with managers but also with people involved in management, communication, and leadership. By doing so, he ensures they are not only in position because of their individual achievements, but also because they are capable and competent enough to be in the position in which they can lead others.
