Part 2: Sales Managers behaviours that drive high performance

 
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In any organisation the sales manager role is a tough one. They are under constant pressure to achieve top line and margin results, regardless of market conditions. They are also grappling with managing a wide variety of different personalities and challenged to bring people together to operate as a high performing team.

Over the past 20 years we have worked with some very successful sales managers (we prefer to call them sales leaders) and through our Diamond Assessment for Sales Managers we have identified the top 7 behaviours that drive high performance.

These behaviours fall in to three key categories:

  1. Leading - providing the environment for people to grow and flourish

  2. Coaching - improving individual performance through infield coaching

  3. Managing - day-by-day management of the key processes and measures of success

We will share these behaviours with you over the next few months. Hopefully you will be able to use these as a means to improve your own performance as a sales leader.

The second behavior is Coaching behaviour:
Coaching individuals for success

High performance sales managers regularly assist their sales people to effectively engage with their customers to gain deep insight, deliver real value and become a trusted advisor. They assist their people to apply strategies that play to individual strengths to improve sales performance and take a longer term approach to improve weaknesses.

They assist by demonstrating what purposeful customer relationship building looks like and then coaches in the field to provide meaningful feedback.

They look at every communication with their salesperson as an opportunity to coach by encouraging them to make decisions for themselves and to find solutions to their own challenges. This provides a great environment to learn.

They effectively use infield observation, data, internal stakeholder and customer feedback as the basis of coaching and they focus on specific behaviours to improve their sales people's performance.

And finally, they do not play favorites or let personal feelings get in the way of making the right decisions, they base decision making based on facts and they don't jump to conclusions. This provides an even keeled, consistent approach to coaching their sales people to improve their performance.

Keep a look out for the third edition in the series of "The sales management behaviours that drive high performance".

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