It is often seen as a natural career progression for a high performance salesperson to move into sales management. That was certainly my experience as a young, successful salesperson when, early in my career, I was quickly ‘promoted’ into management.
However, those offering me this ‘great opportunity’ gave little consideration to the differences in the roles. It was simply assumed that as I could sell, and sell well, I would get similar results from a team of salespeople. There was little review done to determine whether I had the attributes required to be a good sales manager. In fact, in those days I expect there was little understanding of what these attributes were.
77% of the time businesses make mistakes promoting sales reps into sales management.
Drew Stevens, a business strategist and the author of ‘Split Second Selling’ discovered through his research that “77% of the time businesses make mistakes promoting sales reps into sales management. This is because many business managers believe that those who sell the most make the best sales managers.”
Drew’s findings confirm what I have experienced through my corporate and consulting life. Most high performance salespeople are not automatically high performance sales managers. In fact, the skills and personality that makes a great salesperson may work against them as a sales manager. Read more