Search Results for: sales managers

Trials and tribulations of new sales managers

New sales managers often fall into three traps that hinder their success: “forcing” their sales team to sell as they do, holding the reigns a bit too tight, and not funneling information to their sales team – thereby overwhelming them. Continue reading

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New sales managers – starting off on the right foot

New sales managers – best practices for jumpstarting when you find yourself to be a new sales manager. Continue reading

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Sales managers and the empty-bucket strategy

Many sales manager/sales rep sessions are more backward rather than forward looking. They are strategy review sessions about what did happen or is happening, as opposed to, strategy sessions about what should happen moving forward. Time is a valuable asset. We would suggest that time spent taking a fresh look for how to win new business is a better investment than rehashing old information about old problems one more time. Continue reading

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Sales managers and the story of the “super salesperson syndrome”

Sales managers are the pivotal job for developing a superior sales force. Sales managers must provide their sales teams the sales coaching and leadership required for success – and avoid the “super salesperson syndrome” trap. Continue reading

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Sales managers – are you passing the leadership development test?

In today’s complex B2B sales environment waiting to develop leadership skills until one becomes a sales manager probably is a case of – too little, too late. You should begin in the beginning when you are in a sales rep position – leading sales teams, working with customer buying groups, leveraging training opportunities and seeking out mentors. Continue reading

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Sales managers – a new pathway to leadership

Sales managers must learn to pivot – doing something different rather than just the same thing better. Continue reading

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10 questions to help sales managers assess their performance and adapt! – An STC Classic

Sales managers should assess their performance last year and consider what worked, what didn’t and what they will do differently this year. This can be done anytime, but it is especially pertinent at the beginning of a new year. Yet, under the banner of getting off to a quick start, action often takes precedents over a few moments of self-assessment. Continue reading

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Sales managers – and the smartest person in the room dilemma – An STC Classic

Although salespeople may not do it as often as they should, most would rally around the notion that call planning is a good idea. In this discussion a distinction is made between call planning and account planning. Exploring account planning is a topic that deserves its own discussion and will be postponed for another day. What this post does cover is the two components of call planning – pre-call planning and post-call planning.

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Sales managers – it’s time to assess your performance and adapt!

12 questions sales managers should ask themselves to “tune up” their performance for the new year. Continue reading

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Sales managers – are you ready for 2015?

The traditional role of the sales rep identifying needs and communicating product features is waning, and the ranks of quota-carrying reps without relevant expertise in an industry, function or offering will disappear.” Companies want sales reps that can function as trusted advisors who can provide fresh insights and new ideas for solving business problems. There is a decreasing need for sales reps that function strictly as product facilitators. This blog talks about how. Continue reading

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