You're starting a new job in Sales Management. What are the best ways to ensure your success?

I would take 100 days plan to do stuffs like - Deeply understand the business, dynamics, ways of doing things. - Know the team members and find their strengths, spirit, challenges. Listen to their voice and thoughts. - Meet with other cross functional teams and understand their perspectives. - Understand organisation priorities. - Build a trusted relationship with my team. - Not go for immediate changes of existing practice. - Observe as much as possible. - Support my team and spend more time with each of them.

1. Have people 2. Hire "ready-to-build", not "ready-to-use". 3. Train with heart 4. Be a role model, show your team that you can be count on 5. Help them to success with all of your heart

While getting to know your team members is essential, it's equally important to tailor your approach based on individual strengths, motivations, and challenges. By fostering open communication, providing personalized motivation, addressing challenges, leading by example, and offering ongoing support, you'll lay a solid foundation for your success as a sales manager.

Align with senior management on how your success will be measured. If they don't provide clear KPI's then create them your self with their approval.

The best bay to achieve success in a sales role is to; 1. Understand your product or services well, sell it to yourself first. 2. Be part of the team and support them in learning. 3. Prepare a monthly plan, customers to visit (eventually you'll find the momentum). 4. Follow up consistently (THE MOST ESSENTIAL TOOL). 5. Review your progress (Gains and losses). 6. Correct and repeat.

I think we have to set a positive environment which encourage growth and everyone's opinion are valid as as long as it is aligned with the company missions. Maintain exceptional communications no matter who is the personnel involved in the team.

Interpersonal skill is truly one of the most vital skills and should set as a foundation in sales management. It cultivate two way communications as well as teamwork spirit. If there's always a one man show or easiest, no communication, smooth operation hardly exist. Most importantly, all opinion matters and always have a solution at the end of a discussion is important.

Fomente la colaboración y la comunicación abierta para asegurar que cada miembro del equipo se sienta escuchado y comprendido. Considere la flexibilidad en la adaptación de expectativas según las capacidades individuales, promoviendo así un equilibrio entre desafío y realización personal. Aliente la autonomía responsable, permitiendo que los miembros del equipo tomen decisiones dentro de los límites de sus roles para impulsar la creatividad y la resolución de problemas. Esta aproximación no solo establece expectativas, sino que también cultiva un entorno que promueve el crecimiento, la innovación y el compromiso del equipo.

When it comes to expectations, first you need to gain an understanding as to what the existing expectations are/have been (if any) and what the thinking was behind it. Follow the logic through and see if there are ways they can be made simpler/clearer and how you see the best way to success through them. I believe in starting with a keen goal of trying to create a winning environment/atmosphere. Doing this will create a shortcut to gaining trust and next phases, where you may want to start changing steps/processes. When it comes to putting your own expectations in place, it's best to start with ways that enable your team to gain more winning confidence, and therefore in return more desire to go higher targets/reward.

It is important not to jump to stage 2 too early. Let stage 1 take some time. You will need trust first, otherwise clear communication might just spread fear.

As a new manager one should really focus on constantly developing their skills sets and know how on evolving market and customer needs, behaviour. Always try to build a bridge between organisation priority and customer demand. Keep your efforts on for Learning and Development through reading, attending seminars, trade shows, following journals, growing professional networks, taking courses while necessary. Always seek feedback and improvement areas from peers, mentors, managers, customers. Take lesson from mistakes and get going. Always stay up-to-date about industry trends, customer behaviour, driving factors, competitions, innovation and best practices.

Give the freedom for your team to do their job and produce the results. Regularly review their performance and metrics. There is no need to dive deeper if the employee is performing to expectations. If they are missing the mark you can move the discussion to what’s in their pipeline and how that progress is. If their is substantial pipeline activity in order to close the gap then assist them in bringing that activity over the finish line. If more pipeline business is needed then you can move to daily activities. This is where you really need to lean in on the behavior of your employee. Ensure they are intentionally pursuing the right actions to drive customer engagement and results. Do not jump to daily activities unless needed!

First of all TRUST your team and give them freedom to do the right things maintaining protocol. Avoid micromanaging and jump over their daily routine if it's not ask for. Let them do calculative mistakes and take a lesson from this. Set milestones and celebrate those with rewards. Give full credit to their initiatives. Support them wholeheartedly and keep motivating for great results.

While this might ome across as restrictive, I firmly believe in giving reports 1 single focus to work on. By refining their work in to a single process and giving them the analytics so they can keep on top of their own progress, this will enable them to become a master of that 1 craft, grow their confidence, and start giving them another pillar to their workflow, and repeating the process. Almost a karate kid approach, but once the results come in, it becomes clear that your intentions are to help that report grow and give them the best chances of success and progress within their career.

Como nuevo gerente de ventas, la resolución de problemas es clave. Sea proactivo al identificar causas raíz y analizar datos para generar soluciones efectivas. Involucre al equipo y partes interesadas, buscando retroalimentación. Implemente soluciones óptimas, evalúe los resultados y aprenda de la experiencia para mejorar continuamente procesos y sistemas. Ser eficiente y proactivo fortalecerá el desempe?o y la moral del equipo.

First Day on the Job? DON'T DO ANYTHING! Avoid 7 common, new manager mistakes that prevent you from achieving your goals & set you up for failure. 1. Don’t make instant changes. 2. Don’t make promises which you don't know what they entail, or attempt to fulfill promises from their prior manager. 3. Don’t overpromise anything. Saying, "yes" to every opportunity-while demonstrating initiative, sets your calendar up for failure. 5. Don’t assume performance, skill, attitude & trust. 6. Don't assume how each person wants to be coached/managed. 7. Don't assume your job responsibilities. When was the last time you reviewed your job description? Or worse, do you even have one. Do your due diligence first so you can learn from your team.

Realize that you are in a state of flux (Personal Change). Everything you do is going to be a new experience for yourself and for others. If you want to bring people along in the journey then you can benefit from learning how to manage personal change for yourself and others. Bring along the SCARED SO WHAT model of managing change. Why? Because it facilitates critical reflection, generates information, allows for informed decision making vs assumption. You can teach this skillset to your employees and teams as well. You need to learn that there is a new way to manage change....it can give you the best opportunity to manage the transition for yourself. Learn more by clicking on my profile.

The first 60 days you should: 1. Have a one one-on-one with each person on your team. 2. Do not make any changes 3. Meet with the other department leaders to get some intel about your team and to understand how you can help them. 4. Take the team out for lunch or breakfast

Before you can manage a team you need to be able to manage yourself. Where you spend your time will signal where your priorities lie to your Team. You will be heavily scrutinised. Learn how to coach (vs. manage) by asking the right questions in the right way at the right time vs rescuing which only presents the same problems. Don’t create dependency, enable and empower instead. Better still instead of lead, lead by allowing and create a team of leaders who lead themselves that gets them to their next level. That’s the leadership legacy you want to leave.

Lay out a written 30, 60, 90 day plan with clear objectives on what you want to accomplish. The main thing is not to jump in and make a lot of changes. Your first 90 days is to get a sens of what's going on, get feedback from all stakeholders, and find out what's working well and where there are areas of improvment.

Do not disrupt anything immediately, it's a clear No No. There might be several changes you might want to bring, each thing has its own time. Continue with the same flow, spend time in understanding the nature & direction of this flow. Plan a timeline to influence & introduce changes by engaging & involving. And see the changes taking its own shape inclined towards growth.

Understanding the company, including its history, clientele, and products, is crucial. Equally important is knowing your team, as smooth collaboration facilitates achieving targets. Enhancing skills and familiarizing yourself with the new market and target groups not only boosts confidence but also reassures the team that you are the right person for the position.