Most sales managers became managers because they are good at their job: selling. A profession where the team result obviously counts, but where you are mainly concerned with your own individual targets and performance. In the position of manager, the focus is no longer on the individual, but also on the sales team as a whole. That requires different capabilities from you, namely management skills. A top sales manager generates success by intrinsically motivating his team to achieve annual targets. What competencies do you need as a sales manager and are you suitable for them? We have listed 5 competencies for you.

1. coaching

Coaching your team is perhaps the most important competency on our list. Since you are usually no longer responsible for day-to-day sales, at most for strategic customers, you can mainly use your experience and knowledge by transferring it to your team members. Through a continuous coaching process, as a manager you will find out which obstacles your sales team has to overcome and how you can achieve this. But, it has more than you might expect coaching This is a lot like selling: you let your colleagues discover what the problem is and then let them come up with a solution themselves, instead of immediately addressing the problem. A modern salesperson is someone who can flawlessly recognize the customer's problem and formulate a solution for it. In fact, as a sales manager you do exactly the same, but not for your customer but for your team members.

2. A listening ear

You are responsible for the success of your sales team and therefore you will need to be informed of any problems in a timely manner. Therefore, encourage your sales team to raise questions in a timely manner, be open and prevent an unasked question from transforming into a problem that can no longer be solved. It also saves you an unpleasant conversation with your boss. You know what it's like to be a salesperson, what the advantages, disadvantages and frustrations can be. You know the feeling of a successful deal or a deal that fails. You can best utilize that experience by... to be a listening ear for your team members.

3. Recruitment

Hiring new sales professionals will not be part of the daily duties of a sales manager. Especially within large companies, there is often an HR department available for this. But, more than in other departments, it is important that you are involved in the recruitment process. Sales is not an analytical profession. It is a profession of experience, motivation and personality. Who better to judge that than someone who is/was a salesperson himself? Nobody, right? Looking for a new sales professional within your team can be a challenge, mismatches can be extremely time and cost-consuming. Therefore, sketch an extensive profile of the sales leader you want to add to your team and do not make hasty decisions. Help HR when determining the type of person you are looking for.

4. Results-oriented

As a sales manager, just like with individual salespeople, you are judged on results. The performance of your team determines your success and probably also your own bonus. Numerical insight, results-oriented thinking and commercial skills are therefore a must to achieve the targets. Looking at your team, you will have to take action if your team's results are disappointing. On the other hand, you will also have to raise the bar every time, so that the targets remain a challenge. As a sales manager, generating sales is not enough. You will have to look at the pricing of your products and/or services together with the buyers, product managers and controllers. Because in addition to turnover, margin is also important to you.

5. Leadership

Finally, a good sales manager is of course a real leader. An experienced expert in the field, who also knows how to convey this to his team with verve. Creating and sharing your vision will inspire the sales team to achieve the targets that fit your vision. Inspire, innovate and turn your team into a well-oiled sales machine!