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Part 7: Sales Managers behaviours that drive high performance

Posted by Tony Hall on 22 November 2017
Part 7: 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 success

We have shared 6 of these behaviours with you over the past few weeks, this is the final instalment in the series. Hopefully you will be able to use some of these behaviours as a means to improve your own performance as a sales leader.

The seventh behaviour is Leading behaviour:
Always improving sales people's motivation and engagement

The high-performance sales manager builds trust with their sales people through truthful and direct professional relationships. They remove or minimise any barriers that may lower motivation, personal engagement or have a negative impact on sales performance.

They are constantly making sure that their sales people are comfortable and challenged in their jobs and have an understanding that they will succeed if they adopt the right behaviours.

They effectively communicate clear goals and expectations with minimum ambiguity, setting guidelines and boundaries and then sticking to them.

They set clear advancement paths based on the current and potential performance at all levels - including meeting internal requirements and external customer expectations. This provides for an engaging, high-performance sales culture.

I hope you have got some value from the 7-part series of "The sales management behaviours that drive high performance". Keep a look out for our weekly blogs that are all focused on improving performance through behaviours.

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
Part 4: Sales Managers behaviours that drive high performance
Part 5: Sales Managers behaviours that drive high performance
Part 6: 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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