The transition of good sellers into the role of sales managers involves some misunderstandings of the new role that are often repeated. Let us describe, with the help of eyesonsales.com, what misconceptions they are.
If you are a sales manager and you find some of the behaviors described below in your own style, look for a quality coach or ask your employer for a better management training. If you are a seller and you want to become a sales manager, consider whether the managerial way is really the right one for you.
The most common destructive styles of sales management include:
1. Clone Creator
Good sellers who are promoted to managers often feel that they must transform their new subordinates into their own clones. They force them to do exactly the same that have led themselves to success without perceiving the individual differences. The result is that they manage to create one to two clones who discourage the rest of the team and negatively influence team trust and cooperation.
2. Super Seller
Super Seller is a newly promoted manager who bases his style on subordinates generating potential clients but only himself closing sales with them. He has no interest in helping his people to grow as sellers, his only interest includes himself and his numbers. This can result in short-term satisfaction with numbers among superiors, but also in a high degree of dissatisfaction and turnover in the team.
3. Despot
Despot approaches to their new suobrdinates with the trying to "whip those lazy good for nothings into shape if it kills him." Ths way, however, he mostly "kills" not only himself but also his people. The treats his people without respect, which leads to losing morale, increasing turnover and open acts of rebellion.
4. Buddy
Buddy is a seller promoted to a team leader, the majority of whose subordinates are his former colleagues - friends. Requiring accountability from friends is difficult for him. The lack of discipline and responsibility in the team, however, leads to the end of his managerial career soon.
The common denominator of these destructive management styles is concentrating of managers on themselves and their own needs. Managing sales team is mainly a question of leadership, not control or just numbers.
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