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Part 4: Sales Managers behaviours that drive high performance

Posted by Tony Hall on 11 October 2017
Part 4: Sales Managers behaviours that drive high performance

In any organisation the sales manager role is a tough one. They are under constant pressure to achieve top line and margin results, regardless of market conditions. They are also grappling with managing a wide variety of different personalities and challenged to bring people together to operate as a high performing team.

Over the past 20 years we have worked with some very successful sales managers (we prefer to call them sales leaders) and through our Diamond Assessment for Sales Managers we have identified the top 7 behaviours that drive high performance.

These behaviours fall in to three key categories:

  1. Leading - providing the environment for people to grow and flourish
  2. Coaching - improving individual performance through infield coaching
  3. Managing - day-by-day management of the key processes and measures of succes

We will share these behaviours with you over the next few months. Hopefully you will be able to use these as a means to improve your own performance as a sales leader.

The fourth behavior is Leading behaviour:
Becoming a trusted and accountable member of upper management

High performance sales managers work hard to achieve a seat at the senior management table through effective communication, influencing others and using appropriate levers to achieve outstanding results.

They ensure there is a balance between achieving short and long term sales objectives whilst building a more a strategic approach with all stakeholders, both internally and externally. This tends to foster a feedback-hungry environment.

They invite input from others across the business and they share ownership and visibility of key initiatives. This assists them to exert influence on peers, superiors and indirect subordinates.

They are conscience of providing a positive leadership approach to peers and subordinates even when not in a position of formal authority; they understand when and how to use personal influence to build credibility and integrity.

They consistently keep upper management informed of progress, issues and potential problems well ahead of time and they share their customers' needs and key issues with internal stakeholders. They then proactively involve management and co-workers in order to address issues in a timely fashion to achieve successful outcomes for the customer and the business.

Keep a look out for the fifth edition in the series of "The sales management behaviours that drive high performance".

Missed a previous blog in our 7 part series.  Read more here:
Part 1: Sales Managers behaviours that drive high performance
Part 2: Sales Managers behaviours that drive high performance
Part 3: Sales Managers behaviours that drive high performance

Author: Tony Hall
About: Tony spent the first 15 years of his career in the retail industry in sales, product management, product sourcing & buying, advertising and general management. The past 20 years he has been in sales & marketing, specialising in sales and sales management behaviours. He has worked with sector leading companies within automotive, banking & finance, capital equipment, construction, retail, insurance, manufacturing, media, professional services and IT industries. As a sales and sales management behavioural expert, Tony has assisted clients to achieve incremental growth, increase market share and profitability through proactive customer engagement and robust go-to-market strategies. He has a strong track record of delivering measurable results for his clients.
Connect via: LinkedIn
Tags: High Performance Sales Sales Behaviours Initiatives Sales Framework Sales Growth Mindset Sales Leadership

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