Challenges facing sales managers
Posted: Thu Jan 23, 2025 10:07 am
Sales Directors face several challenges when implementing coaching programs and leveraging the strengths of top performers. These challenges include:
Evolving in a non-operational role: As we’ve said before, transitioning from a sales role to a coaching role can be challenging for high performers. The challenge, even after they’ve made the transition, is to ensure they are able to coach their salespeople well and provide them with good support when they’re no longer on the field.
Identifying potential coaches: Not all high-performing salespeople are natural coaches. Sales managers must assess who has the necessary coaching skills and willingness to mentor others.
Incentivize coaching: Coaches often spend time mentoring their peers, time that could be vp facility manager email list spent generating revenue. Sales managers should ensure that coaches are adequately compensated for their coaching efforts to maintain motivation.
Quick Tip
How do you compensate your SDRs, your EAs, your AMs and ensure they collaborate effectively?
You pay them
And you pay them more than what they “lose” during that day of training.
For example, if your AM, in one day, can generate a bonus of 200 euros, and you take that day away from them, you give them 300!
You give them more than they would earn themselves because you have to motivate them to do it and make it worth their time.
How to use your best salespeople?
Once you've identified your top salespeople, the next step is to leverage their expertise to elevate your entire sales team.
Coaching is the axis of this strategy
Effective coaching not only improves individual performance, but also fosters a culture of continuous improvement within the sales organization.
The challenges for a sales manager revolve primarily around the transition from being in the field to a management role.
Expert advice
Although the sales director may have previous sales experience, their new management position requires a different set of skills. That's why they need
Hold regular one-on-one sessions : Sales managers should hold regular meetings with top salespeople to understand what they are doing well and make this part of the new sales process.
Document and update : It is also their responsibility to document the insights from these meetings so that they can be included in everyone else's training. For example, onboarding new salespeople.
Setting goals and development plans : Collaborate with your salespeople to establish achievable yet challenging goals. These goals should align with both team and company goals.
Performance Metrics : Track each individual’s progress against your goals and KPIs. Use the data to identify areas where they excel and those that require improvement.
Evolving in a non-operational role: As we’ve said before, transitioning from a sales role to a coaching role can be challenging for high performers. The challenge, even after they’ve made the transition, is to ensure they are able to coach their salespeople well and provide them with good support when they’re no longer on the field.
Identifying potential coaches: Not all high-performing salespeople are natural coaches. Sales managers must assess who has the necessary coaching skills and willingness to mentor others.
Incentivize coaching: Coaches often spend time mentoring their peers, time that could be vp facility manager email list spent generating revenue. Sales managers should ensure that coaches are adequately compensated for their coaching efforts to maintain motivation.
Quick Tip
How do you compensate your SDRs, your EAs, your AMs and ensure they collaborate effectively?
You pay them
And you pay them more than what they “lose” during that day of training.
For example, if your AM, in one day, can generate a bonus of 200 euros, and you take that day away from them, you give them 300!
You give them more than they would earn themselves because you have to motivate them to do it and make it worth their time.
How to use your best salespeople?
Once you've identified your top salespeople, the next step is to leverage their expertise to elevate your entire sales team.
Coaching is the axis of this strategy
Effective coaching not only improves individual performance, but also fosters a culture of continuous improvement within the sales organization.
The challenges for a sales manager revolve primarily around the transition from being in the field to a management role.
Expert advice
Although the sales director may have previous sales experience, their new management position requires a different set of skills. That's why they need
Hold regular one-on-one sessions : Sales managers should hold regular meetings with top salespeople to understand what they are doing well and make this part of the new sales process.
Document and update : It is also their responsibility to document the insights from these meetings so that they can be included in everyone else's training. For example, onboarding new salespeople.
Setting goals and development plans : Collaborate with your salespeople to establish achievable yet challenging goals. These goals should align with both team and company goals.
Performance Metrics : Track each individual’s progress against your goals and KPIs. Use the data to identify areas where they excel and those that require improvement.