What Is The Difference Between Coach And Manager In Football When Selecting a Sales Manager, Good Is Better Than Best

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When Selecting a Sales Manager, Good Is Better Than Best

It has been accepted practice for decades that the best performing sales representatives are the most likely to be promoted to sales management positions.

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

First, a high-performing salesperson is out of the game, so the team loses a top-performing salesperson.

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

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

The practice of promoting high achievers continues in every business enterprise in the United States. The practice is based on two assumptions. Promoting a top performer is supposed to be the right thing to do as a reward for success. And highly successful sales reps will make good leaders.

The former may have some merit, but the latter is clearly not a sensible or logical conclusion. As suggested in the opening paragraphs, a high-performance sales record does not guarantee the ability to lead. There is plenty of evidence to support this claim.

Professional sports teams are great examples. Many former professional baseball, basketball, and soccer players became or are now head coaches or team managers. Only a few of them were the best. Some were good players and many others were just solid players. After all, anyone who’s on a professional team is head and shoulders above us everyday folks, but not all the superstars are superstars. There are those who are the elite within the elite.

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

Former players who became successful head coaches and team managers were often good players, but not superstars.

Phil Jackson is an example. Who would have thought that the “human coat rack” as a player off the Knicks bench would become the highly successful “zen master” and head coach of both the Bulls and Lakers winning many national championships for the two 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 leaguer.

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

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

Sales reps are very competitive and often have big egos. It’s fine. Those are traits that benefit the execution of your trade. High-performance athletes, like superstar athletes, 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 expectations are not for everyone to be a superstar, but for everyone to contribute to the team as expected.

This is the most significant reason why non-superstars make better coaches and managers. While the fact is that everyone on a professional sports team is part of an elite group, there are people among the elite who are more elite. The last group often does not relate well to the first group.

And that’s why the best salesperson is probably not a good manager or sales leader. The expectations of the best performance are likely to be too high. The top performers expect everyone else on the team to share their drive, their discipline, their methods, and their enthusiasm. That expectation is unrealistic.

It’s not uncommon for a formerly high-performing salesperson, now promoted to manager, to afflict what I call Clark Kent syndrome. The syndrome is often triggered when the superstar manager meets with clients along with a territory sales representative. When the former top gun salesperson perceives that the territory sales representative is faltering or slipping up on the customer, the new manager will not hesitate to brush the territory representative aside and take charge of the situation in 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 once again at least two bad things are happening. The customer begins to lose trust in the sales representative and is likely to contact the sales manager, rather than the sales representative, when the next problem arises.

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

I instructed the sales managers reporting to me to not only stay in the background, but also not to give the customer a business card. I told the Sales Managers to give any excuse they could to the customer for not having a business card, but to reassure the customer that the local representative would be in touch if necessary. In no way did we want the customer to bypass the local vendor, as sometimes happens.

Good workers, who rise to sales manager, generally understand team dynamics and the contribution of individual members to the team. The good worker-turned-manager usually knows how to motivate and stimulate the strengths of each individual on the team to produce and contribute because someone probably treated him that way or because he knew he couldn’t do it all by himself like superstars tend to. to think. times. Expectations for good performance now manager are likely to be grounded and directed toward achieving team goals and objectives rather than individual goals. And perhaps the most beneficial trait of good performance, now manager, is that the competitive nature of your team members will be channeled toward competitors rather than among teammates.

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

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

Sales Managers must 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 let each team member know the value of their role as part of the team.

Leaders are not just a “pretty face” or a “fast talker.” Charisma is not leadership. Many charismatic personalities have the ability to draw people to them, but they often have nowhere to take those they attract.

Leaders understand that frontline sales people are not “cannon fodder” or any other expendable tool. Conversely, frontline sales teams are essential to achieving the organization’s business goals.

Leaders are not simply bosses telling 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 stimulate and encourage team members to do their part in the overall scheme of company goals.

And perhaps most important of all, leaders don’t see kindness and appreciation as something weak or beneath them. Leaders know that positive reinforcement can be the most powerful leadership tool there is. Leaders recognize the value of telling team members that they have done a good job or showing appreciation for what they have done.

And we all know that no matter who we are or where we are, we can’t hear someone say, “Good job!” Oh thank you!” too many times. Leaders do this. The bosses don’t.

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