I use the term salesperson throughout the book. Let me say upfront that I’ve found that great salespeople and duds come in both genders. I alternate pronouns with each chapter: even-numbered chapters use female pronouns and males get the odd-numbered chapters.
Although my experience was primarily in business-to-business sales, I worked hard to include those of you in retail sales and other business-to-consumer organizations. From automobiles to … to … well, something that starts with a z, I try to include everyone.
Also, this book isn’t written just for those who are managing world-wide teams doing hundreds of millions of dollars in sales. You can certainly benefit, if that describes you, but my advice is also applicable to managers whose sales team consists of herself and a part-timer. Hey, you have to start somewhere.
Within this book, you may note that some web addresses break across two lines of text. If you’re reading this book in print and want to visit one of these web pages, simply key in the web address exactly as it’s noted in the text, pretending as though the line break doesn’t exist. If you’re reading this as an e-book, you’ve got it easy – just click the web address to be taken directly to the web page.
Foolish Assumptions
Any time an author writes a book, they have to make certain assumptions about the reader – and I did. My first assumption is you’re a sales manager (or you’re about to become one) who wants to improve your performance and the performance of your sales team. I assume you understand the sales process and the role you – the sales manager play in it. But, perhaps my biggest assumption is that you know there are things you don’t know. You understand there are things you still have to learn, questions you need answered and a guiding light through some tough situations.
If that sounds like you – I’m glad we met.
Icons Used in This Book
Throughout this book, I use certain icons to call your attention to specific text. These are the places where your highlighter generally comes into use. Here’s what they each mean:
Beyond the Book
In addition to all the information regarding becoming a great sales manager included within these pages (or in the e-book) I put together a few little bonuses that you can access any time, anywhere on the web. I include some questions to ask when hiring a new salesperson, offer advice on how to handle conflict between two salespeople, and give you several more goodies at www.dummies.com. Just click over to www.dummies.com/cheatsheet/salesmanagement and see what all I have for you there.
You can also access some bonus material at my website, including a free digital copy of my previous book, The 10 Essential Habits of Sales Superstars: Plugging into the Power of Ten, by going to www.butchbellah.com/free10habits.
On top of several hundred blog posts on sales, sales management, and more at my website at butchbellah.com, you can also find out information and sample videos on my speaking at butchbellah.com/speaking and information and ways to contact me regarding sales training at butchbellah.com/coaching-and-training.
Finally, I’d love to hear from you, the sales managers making a difference in this world. Share your stories of triumph and tragedy (hopefully more of the former) by emailing me at [email protected].
Where to Go from Here
This book wasn’t written with the idea that you’d sit down with it and read it cover-to-cover in one sitting – unable to put it down. It doesn’t have any wizards, vampires, or zombies, and I didn’t have the opportunity to kill off a main character during the slow parts to keep you interested. (I am the main character so that was definitely out of the question.)
Here’s the good part: You don’t even have to like to read to get something out of it. It’s not really designed to be used as a textbook or something you sit beside your bed like the latest novel of romance story. In fact, you’re probably not going to read it cover-to-cover and that’s okay. You can start anywhere – just pick a spot and jump in.
This book is assembled so you can easily find the chapter or heading on what issue you’re facing right now. Read it, absorb it, highlight it, and then keep it nearby to be referred to the next time a fire is ablaze and you’re searching for an extinguisher.
However, if you want a suggested place to start (especially if you ever want a suggestion), check out Chapter 4, where I guide you through assessing what you have to work with in your organization right now, or Chapter 7, where I dive into the fun of training your team.
Part I
Welcome to the World of Sales Management
In this part …
✔ Understand the role of a sales manager. Find out what you are and what you are not.
✔ Define your expectations and establish your own management style. The old manager isn’t there any longer; now it’s your turn.
✔ See the importance of establishing good working relationships across departments. You’re now in a position where every other department in the company is affected by you and can affect you. It’s important to have good rapport.
✔ Find ways to communicate clearly and consistently. Your ability to communicate is one of the most important parts of your job.
Chapter 1
You’re a Sales Manager – Now What?
In This Chapter
▶ Getting to know your new role
▶ Making the leap from salesperson to sales manager
▶ Inspiring, coaching, and guiding your team
▶ Getting to know your inherited team
▶ Establishing your own management style
You’ve probably worked for years to get to be a sales manager; you’ve put in the time on the sales floor or in the field and now it’s your turn to take the next step. You’ve been offered and accepted the job. And now, you’re chewing antacids like gum, sweating bullets, and feeling