You need a sales manager that can really manage sales! The last one was just another salesperson, and you don't want that, you want a real manager, someone that can motivate others. Hand your next applicant a copy of this Success Tip and ask them to address the points listed. You just may find your winner!

HOW TO BE A GREAT SALES MANAGER
There's an opening for a sales manager position and you want it. Unfortunately, the only experience you've had is in sales, not sales management. You think you can do the job, but no one has given you the chance. How can you convince them you have the ability? This is a solvable problem. Here are eight steps you can take starting right now.

FIRST UNDERSTAND MANAGEMENT'S NEEDS
You stand no chance of obtaining a sales management position unless you fully understand what the 'other' management wants and can repeat those needs back to them in words that indicate you understand. As far as management is concerned, they want a certain level of sales in the various departments of the firm, and they have a sales and marketing budget that is firm. You have to meet their goals, meet their timetable and stay within budget. It's that simple (Yea!).

IT'S THE PAPERWORK STUPID!
As a salesperson you probably hated the paperwork. Sorry, but that is one of the prime elements of a sales manager job. If you don't bite the bullet up front, committing time to this task, you will fail in the eyes of management no matter how good you do otherwise.

ANALYZE PAST SALES
Before you institute any new programs, you MUST know what has worked in the past. The company is still here, so something worked. For example, was telemarketing effective? Does door to door work? What happened when territories were assigned? Did team selling work?

What didn't work? (Yes, this is more paperwork.)

RESEARCH THE MARKET
How in the world can you predict any success in sales without knowing who else is out there selling to your prospects, just where your prospects are and what they want, how your product fits into the prospects short and long term goals, and all the other information you need? You can't, so get busy. In larger firms you might be able to talk management into hiring an outside research firm to do this. In smaller firms, it's your baby.

DEVELOP 'REAL' FORECASTS
It's time to put the time and effort to work for the company. In many companies you are handed the forecast and told to make it happen. With the knowledge you've gained in doing the paperwork, you will be able to talk 'real' forecasts based on your budget or what it will take in money to make what upper management wants to happen, happen.

IMPROVE YOUR SALES GROUP
There may be winners in the sales group you inherit, but you wouldn't have been hired if that was true of everyone. You need to initiate a four step process to build an effective sales team.

1. Start by defining the quota for the group, then work with each individual to define their personal quota. This is enough to get things off the ground.
2. Hire new talent where needed, pruning dead wood as necessary.
3. Train the entire group by starting with a company orientation then moving to product knowledge (the second part should be ongoing).
4. Build a realistic sales commission schedule, then stick with it.
5. Buy a dozen books on sales motivation, then try out some of the ideas you gather.
6. Provide constant and effective supervision. Whips don't work, but neither does neglect. Strike a happy balance.
7. Design a REAL evaluation program that allows the sales person input, but doesn't permit excuses.

OTHER CONSIDERATIONS
I didn't say it would be easy, and there are really not many sales management programs out there that work. Effective and profitable sales managers learn the hard way, by doing it.