Seven hidden crimes in sales management
[China Glass Network] This article is mainly written by Ray Williams, who is the chairman of the two companies. Ray calls it "myth", but I call it "hidden sin" because they are the evils of dressing up as virtues.
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The secret of sin 1: put the customer in the front position.
When managers advocate and practice the long-standing axiom of placing customers in the front position, they ignore the employees responsible for establishing and maintaining customer relationships. Customers quickly learned that they can bypass sales representatives and ask managers to directly meet their needs. This led to bad morale, high turnover, and customer dissatisfaction.
Sales managers must put their employees first, rather than sitting around. Managers should communicate regularly and comprehensively with their employees. Managers should never undermine the power of their employees to deal with customer issues. Instead, they should work with sales representatives when communicating with customers.
The secret sin 2: Let performance drive morale.
Managers often believe that sales growth will bring higher morale. However, low morale makes it difficult or even impossible to increase sales. The result is a typical “chicken or egg first†situation, everyone is waiting for things to improve, but everyone is consuming the hopes they once had.
In order to avoid this evil, the sales manager can't wait for the sales to improve before solving the morale problem. Instead, by making employees believe that sales will improve quickly, they must take immediate steps to boost morale. How do i do this? Very simple. Four steps:
Step 1: Present a clear vision of the future.
Step 2: Conduct a realistic look at the sales team's perspective, which will be realistic and benefit each team member.
Step 3: Refine the vision into a series of practical steps that everyone considers to be achievable.
Step 4: Get strong support from higher management to support the implementation of this vision.
Secret Crime 3: Manage numbers, not activities.
Oh, the numbers are important. However, the numbers only represent the history of the past. Treating numbers as a top priority leads to fluctuations in income streams, dividing incomes into quarters, and, worse, making false accounts to make the numbers look beautiful. Stupid.
Let us return to the source. The primary responsibility for management is to manage people and their activities. Although managers cannot (honestly) manage numbers, managers can always manage the activities that generate numbers.
If managers focus on what the sales team does every day and measure the effectiveness of each activity, the numbers will become inevitable in the expectation of not needing attention.
Hidden Crime 4: Use quotas as a management tool.
First, let's define the quota. Quotas are a lower performance standard for an organization and lower performance for individuals within the organization.
So consider it. When sales managers use quotas as a management tool, they are placing greater emphasis on lower performance. The results are completely predictable: the entire sales team targets lower standards and rarely exceeds it.
Let us be realistic. Quotas are an enterprise measurement tool. that is it. Quotas are just what the organization needs to accomplish in order to achieve its goals. Quotas and employees want to have nothing to do with what the organization gets from his or her employment.
Quotas don't and can't be motivated, especially when managers use it as a stick to hit the employees' heads and shoulders at the end of each month.
Secret sin 5: Think you know all the answers.
Many managers believe that their job is to know all the answers—and communicate them to their employees as often as possible.
But this is not true. Every time the manager answers an employee's question, he or she becomes a thief. The manager stole the opportunity for this person to think and grow.
Although the experience has value, when this hard-won learning is effortless, they will not learn anything.
Contrary to popular belief, the manager's job is to ask the right questions.
The trick to effective management is to be able to inspire the thought processes and ideas that will make them successful in the employees' own minds.
Great managers know the “magic problem†that helps employees discover where they need improvement and how to improve, and the necessary commitment to make improvements.
The secret of sin 6: praise the person with better performance.
Sales managers continually view their better performers as an indicator of how successful they are as sales managers.
However, although a manager can hire a person who performs better, or trains him or her to become such a person, the person's success is more likely to reflect the person's motivation and ability, and has little to do with the manager.
The truth is that sales management capabilities are not defined by employees, but by how managers deal with underperforming people.
People who perform poorly on the team just explain what the manager will accept because the person is still employed.
What's more, people with poor performance are burdened by others on the team, and others clearly know that they must work harder to cover up their willingness to tolerate poor performance.
The secret of sin 7: make judgment based on common sense.
When people think of solutions to anything as "common sense," they often don't pay much attention to it. As a result, the same problems continue to emerge, month after month, year after year.
This is what happens when sales managers rely on “common sense†to solve problems, create new opportunities, and deal with crises.
In order for employees to perform well, managers must understand their employees and their interests and manage them according to their interests. This requires applied psychology, not common sense.
To ensure that sales activities generate profitable revenue, managers must define and track productive sales processes. This requires system analysis, not common sense.
A great sales manager is constantly improving his skills and knowledge of people, businesses and products.
These are not common sense, only hard work, learning and a lot of practice.
Readers: Thank you very much for managing genius Ray Williams and thanking him for sharing this information with us. I certainly hope to have such a boss!