Some sales managers came to their position from another department, but the majority are former sales people who achieved excellent results and were, therefore, promoted. As a result, they usually do not have management experience nor education.
A leader of a sales department is usually evaluated based on results of their teams. Their main objective is, therefore, the maximum performance of their subordinates. This often leads to their standing behind vendors shoulders and constantly asking about results. But that serves the opposite - such environment does not at all suit the performance of sales people. The entire team then finds themselves in a vicious circle. Sales managers should rather try to guide and show the direction, but they should not take too much control.
Each sales manager is usually also responsible for hiring and firing. This requires special skills in human resources.
Another essential part of this work is motivation of individual team members. A smart manager uses a combination of tools from symbolic prices, through financial incentives and ending with valuable gifts. Furthermore, he or she should also motivate those who are not performing well at that moment. It is necessary to distinguish when the problem is temporary and when it may involve the actual sales skills of the team member.
Sales managers must have excellent communication skills. They should understand the sales plan and be able to clearly explain it to their subordinates. If this plan is unrealistic, the manager must negotiate with their superiors possible amendments or perhaps increases in the capacity of the sales team (eg, hiring a new employee). When sales people perfrom well, their manager must show them that the management appreciates it. If they do not do well, the manager has to find the reason for failure and try to solve the problem.
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