Tips for Sales Manager Northampton MA

By Rick Davis

Let's say you're the sales manager and one of your direct reports is 5 percent behind last year's sales numbers and 12 percent behind this year's budget. You had put him on notice two months ago and since then he has been doing a solid job of prospecting. In fact, he has opened positive discussions with nearly 10 new prospects. The problem is that his sales still just aren't up to par. What do you do?

A. Put more pressure on him to get his numbers up.

B. Cover your rear by telling your boss that you've done all you can to help the slacker.

C. Praise him for his work and assure him that, if he keeps up this effort, he'll see results in the long run.

If you answered A, you are like most sales managers who would simply apply more pressure and hope that the salesperson “gets the message” that he or she is in trouble. If you answered B, well ... you're probably not reading this article. If you answered C, then you are using your emotional and psychological intelligence in a powerful way to reinforce quality behaviors that will create positive results.

Sales managers make the mistake of focusing too closely on short-term sales goals and ignoring the quality behaviors that might create better long-term results. It is not enough for a manager to focus on sales results; it is essential that the sales manager reinforce and support the behaviors and activities—such as telemarketing, territory management etc.

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