By Christopher Thompson
Published Sunday March 8th, 2009 – Union Leader NH Sunday News
Amongst all companies, there exists many different approaches and beliefs about how to most effectively manage and motivate a sales team. Some managers believe in managing by fear. Others prefer to lead by example and work side by side with their team to achieve the results they are expected to.
Anyone who has worked in a sales environment knows that a certain level of accountability it to be expected. After all, the sales team is responsible for driving results and generating revenue the company needs to function. With that role comes a lot of responsibility and naturally a whole lot of accountability.
I have spent a lot of time living both sides of the accountability scenario. When I was an individual contributor and in a selling role, I worked for many different managers with various styles. And as a manager, I have had to work with countless sales people with varying levels of skill and commitment.
In addition, I have spent a lot of time speaking to and evaluating the results of managers and sales professionals alike on how to most effectively manage, motivate and get the results that are expected of you. And for anyone with a burning desire to research the topic more, try googling “effective management styles”. The amount of available information is overwhelming.
The part I find most interesting is that the beliefs on the most effective way to manage vary drastically between the person being managed and the manager or executive. So who is right? Is the manager who strongly believes in the highest levels of accountability and constant barrages of attacks on ones performance right? Or does the sales professional who wants to be told what is expected of them, shown how to most effectively do it and then let go to do it have it right?
Unfortunately, I don’t think there is an easy answer. But the reality is, managers must understand their team and spend the necessary time identifying how to most effectively manage each individual on their team. No, this doesn’t mean managing by exception. It means getting the most out of each person and helping people to reach levels of performance they otherwise would not have achieved without your help.
Here are a few suggestions for managers on how to most effectively manage and motivate their teams without a constant barrage of beat downs and confidence destroying personal attacks.
Most Lashings Demotivate
I can’t think of one person who enjoys being ridiculed or constantly barraged with negative attacks and comments about their performance. If someone isn’t meeting expectations, they are likely aware of it. Continuously pointing it out doesn’t solve the problem. And we all know there is a need and a time and a place for tough discussions. Just make sure they are between you and the person and not in public.
Roll Up Your Sleeves
Instead of the constant barrages of pointing out performance problems, work with your sales team to identify challenges, remove roadblocks and understand their challenges as best as possible. Doing so will develop you build trust and credibility with your team and make people want to work harder. And most importantly, it will allow you to keep a pulse on what your sales team is experiencing and provide you information that can prove valuable with other business decisions.
Make Coaching A Culture
When coaching and feedback isn’t commonplace within your sales team, your infrequent suggestions or recommendations may come across as attacks. Instead of random negative attacks, be sure to point out and coach to what is working well. Provide feedback to your team regularly and develop a culture of constant evaluation and refining.
Get Out From Behind Your Desk
Managers who sit in an office all day barking commands are ineffective and often create more problems with morale and performance than they realize. Nobody respects an office dweller who makes decisions in a vacuum and then rolls their genius attacks out to the team without getting feedback or considering all angles.
Required Reading
I don’t write book reviews, but there is one book that I would like to declare required reading for every manager, executive and leader in an organization. The book is eye-opening, life changing and will expose you to thoughts and ideas that you likely would have never considered in your current mindset. It is called “Leadership and Self Deception” and was written by the Arbinger Institute. Pick it up and let me know what you think!
Christopher Thompson founded Catch 22 Solutions and hosts the Business Advantage Show on WKXL 1450AM (wkxl150.com). For more information visit www.catch22solutions.com.
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