Sales Force Management Is for Leaders (Not Closers)

It is widely accepted that the role of any organizational leader involves defining and implementing winning strategies, optimizing resources, developing talent and creating enablers for higher growth and performance, while delivering results. However, it is also commonly believed that sales managers are merely in charge of driving orders and meeting quotas. This needs to change. Today’s competitive market demands that sales force leaders possess market, customer and buying behaviour knowledge, as well as process optimization expertise, internal political skills (to argue for infrastructure resources), coaching and development skills, and the ability to gain commitment from team members. Leaders must know when special incentives are required and in what mix, as well as how to optimize resource allocation. Firms should consider the following questions: Is their sales force leadership comprised of people who excel at working with others? Do their hiring practices identify the knowledge and skill sets that best allow the sales team to sync with customer interface touch points and allow the firm to attract the skills and knowledge that are the most difficult and expensive to develop? Do they proactively seek commitment on behavioural improvements from sales team members, including ones who work from home or alone in the field? Lastly, do they seek the optimal customer relationship and loyalty level?