When companies get it right managers thrive, staff is more engaged, and companies gain a competitive edge. In fact, according to Gallup, when companies can increase the number of talented managers and double the number of engaged employees, they achieve, on average, 147% higher earnings per share than their competition.
Gallup recently studied hundreds of organizations and measured the engagement of 27 million employees over the past two decades – across industries. One can only imagine the amount of data collected and analyzed. From all that data the important big picture point is there are links between employee engagement and vital performance indicators like: higher profitability, improve quality, lower turnover, less absenteeism, less theft, and fewer safety incidents. In other words when employee engagement rises, everything gets better.
To achieve this higher level of engagement, Gallup argues that every team needs a great manager. But, they’re hard to find. Consider this …
1. Gallup shares that only about one in 10 people possess the talent to manage.
2. Many managers are promoted because of their success as an individual contributor.
3. According to Gallup, great managers have these five talents:
- They motivate every single employee to take action and engage employees with a compelling mission and vision.
- They have the assertiveness to drive outcomes and the ability to overcome adversity and resistance.
- They create a culture of clear accountability.
- They build relationships that create trust, open dialogue, and full transparency.
- They make decisions based on productivity, not politics.
We thought this was a particularly important study and set of conclusions for Sales. After all, the Sales function certainly is one that traditionally promotes successful salespeople into sales management roles. And, there is little question that Gallup’s five talents map extremely well against what it takes to be a great sales manager.
This massive research study just once again suggests that sales managers are the pivotal job for sales success. Few companies would err by aggressively devoting more time, effort, and resources to developing of a superior cadre of front-line sales managers.
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