It is difficult to manage a small sales force. When faced with the challenges of managing a small sales force, businesses typically fall into one of three traps:
No one manages sales. The owner feels that the staff is experienced enough that they do not need a sales manager, so she lets “the inmates run the asylum.” It is true, a tenured sales force needs less sales management than a less tenured one. However, there is a big difference between sales babysitting and true sales management. Sales babysitting accounts for activity and focus on whipping the sales force into working harder. A sales management superstar brings best practices, coaching skills, and the ability to close the marginal deals that are being lost.
The owner ½ manages sales. Business owners already have 37 jobs. Add sales manager to the list and guess what happens? It gets ½ done (or less) and there really is not much sales management going on. We have never met an owner who says, “I love managing sales.” It is a tough job that tends to get pushed to the bottom of the to-do list. This represents a big opportunity for companies. Effectively, the benefits of sales management are not being realized. Placing a sales management pro into this void can remonetize neglected aspects of the sales function.
The best salesperson is asked to keep selling and also fill the sales manager role. This is the most destructive of the three traps. This scenario typically plays out like this – the sales manger’s sales production decreases due to the increased time/emotional demands and the salesperson does an average or below job as sales manager. Trading a great sales producer for a weak sales manager is a horrible trade. Replacing the selling sales manager with a fractional sales manager is a relief to the salesperson and always yields a better performing team.
Does this resonate with you?
Have you ever seen these challanges?
Tell me about it below.
Co-founder and CEO
338 Lee Road 188
Auburn, AL. 36832