The right approach

Pat McManamon, author of The Intentional Sales Manager, talks about misconceptions held by sales managers, which stand in the way of their teams realising their full potential.

- Pat McManamon

The job of leading a sales team is one of the most challenging in any organisation. Yet, there are some pervasive myths that many managers buy into—myths that keep their teams from achieving their full potential. Below is my list of the five most damaging myths about being a sales manager, and the reality behind each.

MYTH 1: I have arrived

Most managers acknowledge the importance of professional development for the members of their team, but how many make developing themselves professionally a priority? In my experience, it is only a small percentage. Too many sales managers assume that simply having the title of manager means that they have ‘arrived’, and that they know more or less everything they need to know. A perceived lack of time is often a factor here. Very often, as managers move higher in their organisation, they feel more pressure to produce results— and often resort to working longer hours in the hope of achieving more. If working more does not work, they resort to working harder. While this is playing out, they have little to no time to even consider professional development. Ultimately, they recognise this deficiency and vow to address the problem ‘when I find the time’. That time is never found. This common cycle sends the wrong message to their people. It implies that managers are above the growth and development stage, which most people would acknowledge is the farthest thing from the truth. Committing to your personal professional development plan and being intentional about carrying it out is vital to the culture of your team and essential to supporting its capacity to grow.

MYTH 2: I can coach individual salespeople during team meetings