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Practice Management > Building Your Business

3 sins of sales management

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Getting the most out of employees is vital to a company’s success. But according to speaker and author of Hyper Sales Growth Jack Daly, CEOs sometimes place their salespeople in the wrong roles in a misguided effort to achieve growth. “Having the right people in important spots is absolutely the secret to success,” he says.

“There are three sins that minimize the sales management role, which ultimately holds the company back from achieving its growth.” For continued growth, the people in charge of a company must avoid the following sins:

Sin #1. This sin results from the CEO or owner trying to do the job of sales manager. This means that the role of CEO and the role of sales manager are turned into part-time jobs, resulting in part-time growth. If growth is a priority, you want someone on that task full time.

Sin #2. This sin is committed when the company’s top salesperson is given the role of the sales manager. With rare exceptions, this move takes the best salesperson and turns her into a mediocre sales manager. Being effective in one of these jobs does not mean a person will be effective in the other. It’s best to let someone do the job for which they are best suited.

Sin #3. This sin is perhaps the deadliest of all. It occurs when the best salesperson is promoted to sales manager but is also required to continue booking business. This will backfire. Because this person’s compensation is tied to the customer, his attention will remain there. Consequently, his management duties will become neglected and the sales team underserved.

Success in business and especially in sales requires placing people in the right positions at your company. As Daly says, “It’s essential to match skills and personality types to the jobs, and to ensure the people can focus on their roles.”

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