The crisis that we are (partly) behind us has not only had financial consequences for many companies. Leadership also often finds itself in crisis during times of financial difficulties. This also applies to sales organizations! The focus is entirely on targets, without looking at costly coaching and investments in relationships. That will break your sales organization sooner or later.

In times of crisis, the organization is often changed. Due to (sometimes forced) layoffs, the best salespeople are promoted and promoted to sales managers. However, a good salesperson does not necessarily have to be a good sales manager. Managing the sales department requires completely different qualities. In this article, after years (25!) of experience, we would like to share our most important 'lessons for the sales manager'.

Sales is not an exact science

Despite Sales can be trained naturally, it is not and remains an exact science. Your sales techniques do not have to be the only and best method. Every seller has his own techniques and preferences. Logically, it is about relationships and not about calculations that can only be solved in one way. Many top salespeople find it difficult to accept that selling can also be done in another way. Therefore, provide training and... coaching of your sales team and show how things could be done differently, but always respect your team. Forcing yourself to work through your sales techniques is not the solution.

With your feet in the clay

The market is constantly changing. Especially in economically turbulent times such as now. The way you did sales a few years ago may have completely changed in 2014. It is therefore crucial for the sales manager to remain grounded. My advice is to always keep a customer portfolio as a sales manager, and to continue to have lead/sales conversations. This way you keep in touch with the situation that the sales team experiences on a daily basis. The sales manager often only manages a portfolio with large or strategically important relationships, so be very careful with that. Make sure you also continue to visit smaller or medium-sized customers and leads, otherwise you will lose connection with your team.

Your relationship with marketing

We already wrote about it last week: the relationship between marketing and sales is getting more important. You cannot always expect your salespeople to monitor these relationships and ensure that mutual interests remain aligned. As a sales manager you have to take care of this together with the marketing manager. In short, sit together regularly and try to ensure that both departments can sit together or near each other in the office. This ensures that contact can be made quickly and easily.

Train advisors, not salespeople

The sales landscape has changed considerably in recent years. Sales has grown more towards substantive advice than ever before! A salesperson, especially when substantive services are sold, has become a consultant rather than a sales force. As a sales manager you should take this into account. A sales team obviously serves this purpose coached and trained in developing their sales techniques, but substantive ones training en coaching is at least as important. A salesperson who cannot provide the customer with substantive advice will not be much of a salesperson in the current market