What Is A Dl In Football latest 2023

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When Selecting a Sales Manager, Good Is Better Than Best

It’s been the accepted practice for decades that top performing sales reps are most likely to be promoted to sales management positions.

Coincidentally, if you were to ask sales executives to rate this practice, almost all of them would surely say that two things are happening, neither of which is good!

First, a high performing salesman is removed from play, so the team loses a great salesman.

Second, the former high-performing salesman usually turns out to be an average or mediocre manager, so the team loses again. Sometimes the company loses because often the former top performer, now less than average manager, will find employment elsewhere.

Part of the cause of this result is the fact that companies tend to spend a lot of time and money on technical and product training for sales reps, but spend little or no time and money on training. in leadership and management. Leadership and management skills and leadership abilities should be the actions and qualification requirements before promoting a sales representative to manager position.

The practice of promoting top performers continues in all business ventures in the United States. The practice is based on two assumptions. It is assumed that promoting a high performing artist is the right thing to do as a reward for success. And high-performing sales reps will be good leaders.

The first may have some merit, but the second is clearly neither a sensible nor logical conclusion. As suggested in the opening paragraphs, a successful sales record does not guarantee the ability to lead. There is plenty of evidence to support this claim.

Professional sports teams are good examples. Many former professional baseball, basketball and football players have become or are now head coaches or team leaders. Only a few of them were top performers. Some were good performers, and many others were just solid players. After all, anyone on a professional team is above us ordinary people, but not all extraordinary people are superstars. There are those who are the elite within the elite.

Generally, superstars who become coaches or managers are usually not great managers or coaches. There are exceptions. Bill Russell comes to mind as a good example of a superstar who was a very successful coach. His teammate KC Jones was a very good player who was probably a better manager.

Former players who become successful head coaches and team leaders were usually good players, but not superstars.

Phil Jackson is an example. Who would have thought that the “Human Coat Hanger” as an off-bench player for the Knicks would become the “Zen Master” and highly successful head coach of the Bulls and Lakers winning numerous national championships for both teams.

Another example is Tony LaRussa. He retired after winning another World Series with the Cardinals and will go into the Baseball Hall of Fame as a manager, not a major league player.

Most former professional soccer players who became successful head coaches weren’t superstars. On the other hand, few professional soccer superstars have become successful head coaches.

How does this apply to selecting a sales manager? Here’s how.

Salespeople are very competitive and often have huge egos. Its good. These are traits that benefit the execution of their craft. Top athletes like superstars have high expectations not only of themselves, but also of everyone else on the team.

Professional players who were less than superstars know that everyone on the team has a contribution to make, so their expectation is not for everyone to be a superstar, but for everyone to contribute to the team as expected. .

This is the most important reason why non-superstars make better coaches and managers. While the fact remains that everyone on a professional sports team is part of an elite group, there are those among the elite who are more elite. Often the latter group does not get along well with the former group.

And that’s why the best salesperson probably won’t be a good sales manager or leader. The expectations of top performers are probably too high. The top performer expects everyone else on the team to share their drive, discipline, methods and zeal. This expectation is unrealistic.

It is not uncommon for a previously high performing salesperson, now promoted to manager, to suffer from what I call Clark Kent Syndrome. The syndrome often kicks in when the superstar manager meets with customers with a territory sales rep. When the former top salesperson perceives that the territory sales rep is floundering or slipping past the customer, the new manager will not hesitate to dismiss the territory rep and take over the situation in much the same way as Clark. Kent would rip off his shirt and tie revealing the great Superman S.

This action may “save the day”, but again, at least two things happen that are both bad. The customer begins to lose trust in the sales rep, and the customer will likely contact the sales manager, rather than the sales rep, when the next issue arises.

On the other hand, the good performer-turned-manager is likely to understand the importance of supporting the local vendor rather than being Superman.

I asked the sales managers who reported to me not only to stay back, but also not to give the customer a business card. I told the sales managers to give the customer every excuse possible for not having a business card, but to assure the customer that the local representative would be in touch if necessary. In no way did we want the customer to bypass the local seller, as sometimes happens.

Good performers, who are promoted to sales manager, usually understand team dynamics and the contribution of individual members to the team. The good performer-turned-manager usually knows how to motivate and nurture the strengths of each team member to produce and contribute because someone probably treated them that way or they knew they couldn’t do it all themselves. -same as superstars tend to think of times. The expectations of a good Performer Now Manager are likely to be both grounded and geared towards achieving team goals and objectives rather than individual objectives. And perhaps the most beneficial trait of the good performer-now-manager is that the competitive nature of their team members will be channeled into competitors rather than between or among other team members.

Leadership is the essential component. Leadership manifests itself in many ways. A manager should be expected to be a leader, but not all team leaders are managers. High performers are expected to be role models and lead by example. Whether it’s habits, discipline, planning, organization, appearance or temperament, the best should be role models.

Sales managers should be more than role models. They must be leaders.

Sales managers need to be visible and not hidden behind a desk. At the same time, sales managers are not the person on the white horse leading the charge. Good leaders are those who work alongside their team and make each team member aware of the value of the role each plays within the team.

Leaders aren’t just a “pretty face” or a “quick talker.” Charisma is not leadership. Many charismatic personalities have the ability to draw people to them, but often have nowhere to direct them.

Leaders understand that front-line sales staff are not “cannon fodder” or another indispensable tool. On the contrary, front-line sales teams are essential to achieving the organization’s business objectives.

Leaders aren’t just bosses who tell team members what to do. Bosses capitalize on the power that generates limited success and usually leads to disgruntled, lifeless, and discouraged team members. Leaders challenge and encourage team members to do their part in all of the company’s goals.

And perhaps most important of all, leaders don’t view kindness and appreciation as weak or beneath them. Leaders know that positive reinforcement is perhaps the most powerful leadership tool there is. Leaders recognize the value of telling team members they did a good job or giving thanks for what they did.

And we all know that no matter what or where we are, we can’t hear someone say, “Good job!” or “Thank you!” too many times. Leaders do this. Bosses don’t.

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