Top 10 Sales Management Lessons: What Every Good Leader Should Know?

sales management

Every good sales leader must keep in mind the lessons that make him even better as a manager.

From knowing how to deal with their own routine and knowing their role well, to learning to deal with other people on the team and make decisions, every manager needs to go through this moment of improvement.

Browse the content

  1. The 10 Sales Management Learnings
  2. Conclusion

The 10 Sales Management Learnings

Speak up, guys! I’m Lucas Santiago, Head of Content here at Reev.

I’m bringing you special content for you as a sales manager and leader: the 10 learnings in sales management. Come on, let’s talk a little bit about management?

#1 The manager needs to know how to manage

The sales manager’s first challenge is to know how to manage.

It is important to think that when you take the lead within a team, it is very likely that you will have less direct demand for your work.

You will be a great force that will ensure your team’s results happen.

So, if you don’t know how to organize yourself, manage yourself and understand in advance what you have to do, when and how, you will be adrift.

If you were a salesperson, you had a direct charge from the area leader. Now you no longer have a person responsible for this.

You are now responsible for taking responsibility for your sales team.

You need to be able to manage yourself. If you can’t do that, things won’t happen, because you won’t charge yourself a second time.

#2 The manager needs to know what his role is

This second learning came from the many years of experience of our consultancy. Several customers, especially sales leaders, asked what the manager’s real role is.

The manager was not always able to define what was a means (activities) to reach an end (manager’s responsibility).

And, above all, these managers did not know which final result they should respond to.

So, knowing the real role of the manager is an important point to consider to ensure you are managing sales in the right way. For example:

The training is a manager’s responsibility, but it is a means to the end result is an end or ending in the own activity to train a seller?

#3 The manager needs to be an enhancer of the team’s results

The manager needs to know that he can be the booster of the team’s results, or he can be the reducer based on:

  • Type of behavior the manager has;
  • How he takes responsibility;
  • The ability that the manager has to deliver the main end result.

If you consider an enhancer or a reducer of the team’s results, it will make the manager ensure that he is delivering the best he can.

#4 The manager needs to know how to make decisions

The fourth point we have to consider is the importance of decision-making in the manager’s process.

We have to think that a good part of a manager’s job consists in thinking about several possibilities and deciding on the best one for the team.

If you don’t consider this within your sales management process, it is very likely that you will slow down your results and not create competent teams at the speed you need.

We are always talking about scale in sales. You can’t climb if you’re not at full speed.

You can’t hire at the right time if you can’t decide that this is the best time to hire, whether it’s a team person or a process solution.

So, it’s important to consider that you need to take time every day to think:

What are the decisions that are being postponed and are preventing me from making my process run faster?

#5 Managing is about context

The fifth point is that it’s no use just having tips within your management process, you have to think in context.

Tips will help you in the decision-making process, but it’s understanding the context that will make you make the best decisions at that moment.

For example:

  • Previous experience where you made a decision, what happened?
  • You need to understand the context in which your team is inserted, in which your company’s culture is inserted.

This will all weigh on you when you are a good manager.

#6 The manager needs to develop from principles

It’s interesting to take a step back and think:

What are the principles that govern sales management? What are the points you have to consider as pillars to ensure that you will optimize your process?

You need to ensure that this understanding meets some very clear principles that, in the end, will help you develop your role as a manager.

I know this is a bit of an abstract conversation, but we are going to see, in the course of the maturation process as a manager, that there is a foundation behind it.

This foundation ensures that, in the end, the different contexts are being well constructed based on a clear principle.

#7 The manager needs to be careful when interacting with his sales team

Now let’s get into more practical aspects of sales management. Managers need to be careful when interacting with each person on their team. Why is it important?

The management process includes several meetings (1:1, team meetings) that tend to happen over time.

What happens in each of these meetings is the manager’s responsibility.

There may be meetings where you will talk about extremely specific points and you need to be careful about how you position yourself, how you speak, and how you gather information.

There are also contexts where you are doing 1-to-many communication, and as much as it makes sense to communicate with one person in a certain way, it might not make sense to communicate with everyone in the same way.

So, this item is extremely important because it’s something you monitor day after day.

#8 The manager needs to understand each person in their perspectives

This learning has everything to do with the previous learning. The manager needs to ensure that he understands that each person has a unique, different perspective.

From that perspective, you have to see what some people like:

  • Some people like you to be more to the point because they have a perspective of being more direct and to the point;
  • With other people, you need to talk around the edges until you reach the main point.

#9 The manager must have a number for each team member

Just as it’s important for you to understand each of these perspectives, it’s interesting that you have, for each person on your team, a number attached to it.

This number will show if the result is being positive or if it is falling short of what you were planning.

Having these numbers in sales is much easier because you have goals for closing customers and you have intermediate indicators within the funnel.

This way, you can ensure that each person has a number that makes it very clear whether the job was done well or not.

#10 The manager needs to understand and know how to work with each behavioral profile

The sales manager needs to know how to work with all behavioral profiles. You can use a management model like DISCC or several others for this.

However, you have to think that, over the course of a sales management career, you need to adapt to completely different sales profiles that may come across your team.

Conclusion

If you’ve read this Flipchart so far, you are able to answer 3 questions:

  1. What is a manager’s first big challenge?
  2. Why shouldn’t you start learning management by looking for tips?
  3. Considering that a career in management can last 20 years, what is important to consider when dealing with people?

Do not worry! You can find in the description of our video there on YouTube the exact moment when I answer each of these questions.