Creating effective sales managers has been a long-term problem for many organizations. Promoting highly effective salespeople to the role of sales manager seems to fail as often as it succeeds, and there is little documented evidence of sales managers’ independent contribution to organizational value.
This paper reports on research Wilson Learning has completed regarding the role of sales manager skills in predicting the performance of a company’s sales force. Our research shows a 29% increase in top-line performance due to the skills of sales managers, independent of the skills of their salespeople. This research was done in cooperation with five separate organizations who, like you, share a concern for the impact and effectiveness of sales managers.
Sales as a Source of Competitive Advantage?
It is an all-too-common story. A top-flight salesperson is promoted to sales manager, but the organization soon discovers that the skills and perspectives that made this person a top salesperson are not contributing to this person’s success as a sales manager and may, in fact, be preventing this person’s success.
In our experience, the failure to make this transition from effective salesperson to effective sales manager is in part due to some critical situational differences. As the following chart shows, the environment in which salespeople tend to thrive is vastly different from the environment of a sales manager.