The Beginner’s Playbook for Sales Managers with Gretchen Gordon
For this insightful episode of the Predictable Revenue Podcast, we’re diving into a topic that doesn’t get enough attention but is crucial in the world of sales – the transition from being a top-performing salesperson to stepping into the shoes of a sales manager.
Our host, Collin Stewart, is joined by Gretchen Gordon, the author of “The Happy Sales Manager” and the founder of Braveheart Sales Performance, to unravel the complexities and challenges of this significant career shift.
The Journey from Peer to Leader
Gretchen Gordon shares her personal story, a journey many sales professionals can relate to. Excelling in sales and then being promoted to manage a team sounds like a natural progression, but as Gretchen points out, it’s not without its challenges. Switching from being one of the team to leading the team often means redefining relationships and dynamics, which can be uncomfortable, especially when holding former peers accountable.
The Pitfalls of Inadequate Training
One of the most striking aspects of Gretchen’s experience is her candid admission of feeling unprepared for her new role. The lack of coaching, motivational skills, and understanding of how to hold team members accountable led her to question her adequacy as a manager. This situation is a common scenario in sales organizations, where the focus is heavily on tactics rather than broader aspects of team management and leadership.
Coaching Beyond Solutions
A critical takeaway from the episode is the art of effective coaching. Gretchen emphasizes the importance of managers actively listening and encouraging their team to think independently. This approach is about asking the right questions to stimulate growth and development rather than just spoon-feeding solutions.
Fostering Individual Growth
Gretchen also touches upon a common misstep by managers – imposing their methods and strategies on their teams. This approach can potentially stifle individual growth and, by extension, limit the organization’s growth. She advocates for a more personalized management approach that nurtures unique talents and skills.
The Tendency to Micromanage the Team’s Sales Processes
This approach, she explains, can create a counterproductive environment where sales reps become overly dependent on their managers, impeding the development of their independence and decision-making skills.
The solution, according to Gretchen, lies in fostering independently successful salespeople. She advocates for a well-thought-out sales process that acts more as a guiding map than rigid instructions. This process should empower sales reps to navigate various scenarios, using their judgment and skills refined through effective coaching.
The Creation and Application of a Sales Process.
It starts with establishing a framework of essential questions to understand customer needs and decision-making processes. However, Gretchen cautions against sticking too rigidly to this framework, emphasizing the need for adaptability in real sales situations.
An essential aspect of avoiding a checklist-driven approach is focusing on the prospect’s challenges and aspirations. Sales reps, guided by their managers, should use the set questions as a foundation but remain flexible and responsive to each unique sales conversation.
The Crucial Mindset Required in Sales Management
Shifting focus from personal achievement to the success of the team is vital. Gretchen suggests this mindset is learnable and integral to successful sales management. It ensures not only the growth of individual team members but also the collective progress of the organization.
Coaching Skills and Tactics Crucial for Sales Management
Gretchen underlines the significance of involving sales reps in the planning and preparation phase, advocating for practice sessions to anticipate and respond to customer scenarios. This approach equips reps with the confidence and readiness to handle various sales situations.
A key strategy Gretchen recommends is for sales managers to observe sales calls passively, resisting the urge to intervene. This restraint allows managers to provide post-call coaching, offering constructive feedback based on their observations. Such an approach enhances the sales rep’s skills and fosters a sense of independence and self-reliance.
The Delicate Topic of Pipeline Management
Gretchen warns against the conventional method of group pipeline reviews, highlighting how this can lead sales reps to overstate their pipeline just to meet expectations. This, she argues, diverts focus from the genuine aim of closing real business deals. Alternatively, she advocates for individual coaching sessions centered on tangible steps for progressing key opportunities each week.
Collin acknowledges the intricacies of managing pipelines and the potential negative impact of public pipeline reviews. He recalls an instance where such a review adversely affected a sales rep, underscoring the need to avoid shaming tactics in management.
The focus, Gretchen insists, should shift from the manager’s achievements to the collective growth and success of the team. She also touches upon the lack of adequate training for sales managers, often perpetuating ineffective management practices. The key takeaway is understanding each sales rep’s motivations and adapting coaching strategies to align with these unique drivers.
Coaching and Motivation in Sales Management
Gretchen sheds light on the nuanced understanding of what drives individual sales reps. Contrary to traditional beliefs, she notes that many are not primarily motivated by financial rewards or external recognition. This perspective shift is critical for sales managers to grasp, as it necessitates a tailored approach to encourage each team member based on their unique intrinsic motivations.
Collin reflects on his experiences as a sales rep, where his motivation stemmed from engaging in exciting work rather than monetary incentives. Gretchen points out that such intrinsic motivation is increasingly common among modern sales professionals. She emphasizes that sales managers must acknowledge and adapt to these varied motivational drivers to lead their teams effectively. She observes how motivation types have evolved, especially post-recession and during the pandemic, highlighting a shift towards valuing different life and work aspects over mere monetary gains.
Gretchen advises sales managers to cultivate personal connections with their reps to motivate and coach their teams effectively. Trust and rapport are critical to unlocking sales reps’ more profound aspirations and goals. She suggests that managers share their personal goals to foster an environment of mutual trust and openness, encouraging reps to be forthcoming about their ambitions.
Accountability in Sales
Collin shares his struggles with accountability as a rep and a new sales leader, acknowledging the challenge of understanding team members’ varying levels of self-drive. Gretchen underscores that comprehending individual motivations is instrumental in implementing effective accountability measures. She asserts that accountability is not just about meeting targets; it’s about aligning personal motivations with coaching to achieve tangible sales results. This alignment is essential for translating individual goals and aspirations into measurable success in the sales arena.
Gretchen advocates for a shift in managerial approach, emphasizing the need for sales managers to become accountability partners rather than authoritarian figures. This transition from being a ‘friend’ to a responsible leader, capable of holding team members accountable, is vital for effective sales management.
‘Friend Zone’ or Overly Authoritative
Effective sales management, she suggests, requires a tailored approach, understanding and managing each team member based on their motivations and goals. For example, a sales rep motivated by personal goals like a home remodel can have their financial aspirations translated into concrete sales targets. This method makes accountability more meaningful and directly tied to the salesperson’s ambitions.
Pipeline Management
Gretchen advises against overemphasizing pipeline size during group sessions, which can lead to a counterproductive focus on appearances rather than actual sales achievements. Instead, she recommends individual coaching sessions centered on defining and following up on specific next steps for each sales opportunity. This approach ensures that the focus remains on progressing toward actual sales, not just the appearance of a busy pipeline.
It is essential to highlight the shift from focusing on personal success to fostering the entire team’s success. Sales management is less about providing direct answers and more about guiding through pertinent questions and mirroring effective sales techniques. The crucial takeaway is understanding each salesperson’s unique motivations and aligning them with their personal and professional goals, thus ensuring efficient coaching and accountability.
Conclusion
The journey from a high-performing salesperson to an effective sales manager is filled with unique challenges and learning opportunities. With her wealth of experience and insights, Gretchen Gordon has illuminated the path for those embarking on this journey. By understanding the intricacies of coaching, motivation, and accountability, sales managers can enhance their team’s performance and foster a culture of growth and resilience.
Under Gretchen Gordon’s leadership, Braveheart offers a wealth of resources, coaching, and training to transform sales managers into dynamic leaders. Discover more about their approaches and how they can tailor their expertise to your team’s needs by visiting Braveheart Sales Performance.
Our team specializes in crafting tailored sales solutions that align with your business goals and challenges. Let us help you unlock your sales team’s full potential and achieve predictable revenue growth. Book your discovery call today.
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