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Sales manager tip – be a filter not a funnel

Each year sales managers spend a substantive amount of time and effort helping their sales team use their time with the customer more effectively. What they often fail to do is make a commitment to help them have more time to spend with their customers. Front-line sales manager who can provide their sales teams more time to work with customers, not on paperwork can make a big difference quick Continue reading

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Sales productivity – time to push the more button

3 best practices to help companies improve sales productivity. Continue reading

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Transitioning to sales manager – a rubicon moment

4 best practices to help new sales managers succeed. Continue reading

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Bridging the abyss – From sales rep to sales manager

7 best practices to help sales reps transition to sales management. Continue reading

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Sales productivity – it’s the time, stupid

To improve sales productivity, companies must get serious about freeing up the sales team so they have more time for selling. Continue reading

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Sales managers must be roadblock removers

Sales reps face roadblocks throughout the year that impede on their selling time and ultimately, sales success. One way sales managers can help their sales teams capture more time to focus on sales is to help them handle requests from others – most notably other divisions and corporate staff. When requests come in, sales managers can serve the role of a filter – not simply funneling everything directly to the sales team. Continue reading

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Sales managers – 6 tips to be nimble!

Achieving sales success requires salespeople and sales managers to be nimble. This post shares 6 best practices for being more nimble. Continue reading

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New sales manager – don’t lose a chance to make a difference

Sales rep to sales manager transition – this blog shares best practices for sales managers making that transition. Continue reading

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Sales managers … don’t forget about trust

It is difficult to overstate the importance of the front-line sales manager. Front-line management is the pivotal job for creating a great sales team. It is also a job that is increasingly complex and demanding. So in all that clutter, it is sometimes difficult to think and act about things that everyone knows are important but are less immediate. One such item is – devoting time to develop trust. Doing things that build a real trust relationship with your sales team. Continue reading

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Three self-imposed pitfalls facing new sales managers

Think about new sales managers you’ve known. Were they promoted for their sales management expertise – or for their sales success? Often it’s for their sales success. So what happens after the sales manager assumes the role and responsibilities of their new position? Even after some initial guidance most new sales managers find themselves trying to figure out how to balance the requirements of the position.

Often “paperwork” like CRM systems, HR concerns, and other administrative requirements take precedence. Additionally many new sales managers are inundated by their sales team with fires to put out. Few new sales managers find themselves “ahead of the curve” – proactively coaching their sales team.

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