Managing Your Team
to Elite Status
Not All Great Sellers are Great Managers
Let's face it, most Sellers who get promoted into Sale Management got there because they had better more consistent sales that other Salespeople. We some how hope that they can effectively pass on what they do and how they do it and become great managers. This rarely happens. More often that not, these newly minted Sale Manager spend 1-3 years learning through trial and error how to manage. Some go back into the Seller role, some continue to manage in a less the optimal fashion and some actually become good managers. But why leave this to chance in today's environment when competition for talent is so high?
A Better Way
"Managing Your Team to Elite Status" is not only designed to make your managers better, but quarter over quarter it drives and tracks improvements in your Sellers as well. The investment perceived by the Seller in their career development results in reduced Seller turnover, increased Seller productivity and a stronger Manager - Seller bond. In today's economy, there are too many lucrative alternatives to not invest in your Sellers and keep them producing for you instead of someone else.
This offering comes with a Career Development Plan Template which helps assess the Sellers short, medium and long term business and personal goals as well as baseline skills and capabilities across all required success characteristics of the job. The Manager will help align the job to those goals wherever possible, gaining the best performance from the Seller while they are under management.
I used this process while managing a region for BladeLogic in the Southwest. One of my sellers personal mid-term goals was to move to Minneapolis in two years as they were starting a family and wished to be near his wife's parents. I was able to socialize this desire with my counterpart who managed the Mid West. The Seller was delighted to hear that he would be welcome to join their team when he was ready. If I hadn't of gone through this process with my team, I could have lost a good Seller.
In addition to tracking goals with the Seller, every quarter the Sellers self assess their skills and capabilities development progress across all the identified success characteristics. Once complete, they are ready to meet with their manager to discuss and validate the progress or lack of progress. Most Sellers will rank themselves lower in each characteristic than the manager would, so it typically isn't a difficult discussion for the manager. Once agreement is gained, then together they pick 1-3 items to work on during the quarter. This become the Quarterly Improvement Plan (QIP) for the Seller and Manager. Not a punitive plan, but a positive one in which the manager perhaps schedules dedicated time each week to address the particulate skill, suggest a sales book to read or perhaps the manager would send the seller to a sales conference etc. Whatever the plan, the seller feels they are being competently guide towards their career goal. Part of the skill sets evaluated have to do with mentoring and managing. The seller and manager both understand that when a Master level is achieved, that seller is ready for promotion to management. A well light path is easily followed.
It's important whatever the plan includes, that it is manageable for both the Sellers and Managers workload over the quarter. This process of continuous and guided development builds better Sellers and Managers every quarter and helps avoid costly turnover. When you invest in your people, both Sellers and Manages, you'll be surprise how they will stand by you even when times get difficult.
Training course 1 day
Annotated training deck
Electronic student workbooks
$45,000 single location
Expenses billed at actuals