A well-known expert breaks down the most common sales management mistakes he’s seen, based on three decades of working with companies of all sizes and shapes.
As a national sales consultant and trainer, Gil Cargill has worked with over 5,000 different organizations.
Based on his 30+ years of experience, Cargill insists there are six common pitfalls sales managers fall victim to, time and time again. Here’s a list of those six pitfalls, along with some proven strategies for trumping each of them:
- No rigid process. More than 70% of world-class organizations require sales pros to participate in continuous training and development, much of it based on sharpening fundamentals. There should be consequences in place for sales pros who consistently cut corners, rather than following the agreed-upon process.
- Lack of lead management. Do you conduct annual audits of your sales to determine which prospects have the highest probability of agreeing to do business? Do you proactively sort your leads, to maximize contact rates and ensure salespeople aren’t wasting time trying to reach recycled leads?
- Lack of preemptive action. A lot of managers hold off on taking action because they assume they need approval from upper-management before they can proceed. The most proactive way to avoid this is by meeting with C-level execs regularly, working to develop an understanding where company brass trust you to make the right moves without needing to consult them first.
- Poor recruiting/promotion. It’s important to remember the best players aren’t necessarily the best coaches. Promoting/hiring reps based on numbers alone is bad for you, them, and the entire department.
- Bogged down with too many admin tasks. Delegate. Delegate. Delegate. And, if possible, hire a part-time admin or intern.
Source: “Six Reasons Why Sales Managers Fail,” by Gil Cargill, EyesOnSales.com
