- November 9, 2022
- Posted by: Dave Kurlan
- Category: Understanding the Sales Force
For the longest time, my local Panera in Westboro Massachusetts was awful. Like phone company awful. And cable company awful.
The problem was chronic. The half and half was always empty. The supplies of cup insulators and trays were nowhere to be found. The wait at the drive-through was intolerable. Online orders were never ready at or even close to the time they provided for pickup. Online orders were routinely screwed up.
And then Panera wasn’t a problem anymore.
Over the course of a few weeks in the summer of 2022, everything changed and they became remarkably reliable. What happened?
They got a new manager! I’m guessing (I did not interview her) the new manager prioritized KPI’s and accountability, hiring people who had attention to detail, who were committed to customer satisfaction, and who took personal responsibility.
Could companies that wanted to experience a similar uptick in sales performance achieve that by replacing their sales managers?
Maybe.
It would depend on with whom they replaced the sales manager.
I speak with so many sales leaders who tell me about the four sales managers they went through in the last two years. I speak with CEOs who tell me about the three sales VPs they went through in the last eighteen months.
There is tremendous pressure to fill these roles because your team’s performance will suffer without someone at the helm. Or is that misinformation? How much worse could a team perform than how they perform under a sucky sales manager?
Well thought-out role requirements, patience, and being uncompromising are important ingredients to landing the ideal sales leader and/or sales manager. When companies try to quickly fill an opening and as they often do, make a mistake, they have essentially doubled the amount of time that it takes to put a competent leader in the role. Had they adhered to the requirements, been patient enough to continue recruiting and interviewing until a candidate met the requirements, and committed to not compromising, it could take an extra month or two, but it will be well worth it.
The problem is that most companies don’t really know how to properly set requirements for these two roles, don’t have an effective way to ascertain that the sales management and/or sales leadership candidate has the required skills to meet the requirements, and aren’t disciplined enough to invest the time to get it right.
I write about Objective Management Group (OMG) a lot, and especially OMG’s role-specific, accurate and predictive Sales Candidate Assessments. I rarely, if ever write about OMG’s Sales Management Candidate Assessments or its Sales Leadership Candidate Assessments. As I mentioned in this article, sales managers must spend the appropriate amount of time and be effective at coaching up salespeople. How would anyone interviewing a candidate know the candidate was capable of this without the power of OMG’s accurate insights? Request a sample of the sales and/or sales leadership candidate assessments.
Other than actual experience, there are three primary differences between sales managers and sales leaders:
- Sales Managers are tactical (sleeves rolled up) and should focus on coaching while Sales Leaders are strategic and should focus on leadership (sleeves rolled down).
- Sales Managers have salespeople reporting to them while Sales Leaders have Sales Managers reporting to them.
- Sales Managers tend to earn in the $125,000 to $175,000 range while Sales Leaders tend to earn in the $250,000 to $350,000 range (US Dollars).
There are a lot of people carrying a Sales VP title who are actually performing the role of Sales Manager. There are also some over-qualified Sales Managers who compensate for under-qualified and overwhelmed Sales VPs. If companies could get these two roles right we would see an historic uptick in sales performance.
As part of OMG’s Sales Team Evaluations, we conduct role analyses and can show you if you have the right people in the right roles and, if not, which roles they should be in.
OMG also conducts a pipeline analysis, a sales process analysis, a growth opportunity analysis, a sales cycle length analysis, a selling capabilities analysis a motivational analysis, a Sales DNA analysis and so much more. Request a sample of the SEIA.
OMG has the greatest suite of tools for sales selection and development since sliced Panera Bread. Would it help you to use OMG? Contact us here.