Building Better Managers—One Skill at a Time

In the world of sales, it’s often said that great salespeople make for great managers. But the reality is far more complex. Being a top performer in sales doesn’t automatically translate to effective management. In fact, many of the traits that drive individual sales success can lead to significant challenges when applied to management roles.

This week, we’re focusing on how to bridge that gap and help sales managers develop the skillsets, mindsets, and toolsets needed to succeed in their roles.

The Misconception: Great Salespeople Make Great Managers

Let’s start by debunking a common myth: just because someone excels in sales doesn’t mean they’ll naturally excel in management. The skills that propel a salesperson to success—like competitiveness and autonomy—can be counterproductive in a management role.

For example, while a competitive drive might help a salesperson close deals, a great manager needs to prioritize collaboration and team success over individual achievement. Similarly, autonomy in a salesperson allows them to run their book of business independently, but in a management role, that same autonomy can lead to disaster if it results in misalignment with other teams, departments, or leadership.

This is why it’s crucial for sales managers to develop new skills that are specific to management—skills that can be learned and honed over time.

The Power of Team Storming

One of the most effective tools we’ve introduced in our management program is what we call a "Team Storm." This is a collaborative tool designed to help managers align their teams and make collective decisions with buy-in from everyone involved.

Here’s how it works:

1. Clarify the Problem: Start by ensuring everyone on the team understands the problem. Alignment from the outset is key.
2. Provide Details and Background: Offer context and history so the team fully grasps the situation.
3. Generate Ideas: Encourage the team to brainstorm solutions—no idea is a bad idea at this stage.
4. Vote on Top Ideas: Narrow down the options by voting on the best ideas to move forward with.
5. Create an Action Plan: Develop a concrete plan using tools like a RACI matrix to ensure accountability and follow-through.

This process not only fosters collaboration but also increases the likelihood of successful implementation, as the team feels ownership over the solutions.

Slow Down to Speed Up

The biggest takeaway from this approach is the importance of slowing down to speed up. It’s a mindset shift that encourages managers to take the time to involve their teams in decision-making processes, leading to faster progress and smoother implementation in the long run.

So, we ask you—what tools are in your management toolbox? The Team Storm is just one example of how the right tools can transform your management style and, ultimately, your team’s performance.

Final Thoughts

Great management isn’t about knowing everything—it’s about knowing how to bring out the best in your team. By focusing on developing the right skillsets, mindsets, and toolsets, you can transform from a good manager into a great one.

We look forward to working with you on this journey of growth and improvement.