Focus on Sales Managers First

With few exceptions, every B2B sales program puts enormous focus on ramping new hire sales and technical sales resources at the individual contributor level. Sales managers are put through the exact same process with very little specialization. What's missing (beyond specialized training for managers) is early, meaningful collaboration with existing sales managers as a way to gather their opinions, gain their buy in, and to create co-execution of sales strategy.

"Manager first" gets validated when I check in with a new rep and ask about their success to date, their execution of fundamental processes, and knowledge of the company's core messaging, "I know you said it is important but, frankly, my manager never asks me about that stuff." I'm disheartened to say the least. How did things go so wrong? It happened because the focus was on the new hire and not true coach and mentor: The sales manager. We spend enormous time on the rank and file yet we miss out on making sure sales managers are helping with execution.

Why? Because there are more of them and it's an alluring approach? Because the more junior folks will nod and smile no matter what we say? Hard to know in each case, ther are reasons to fix this problem immediately, and I've put them in two groups:

Positives for thinking "manager first":

• They'll tell you if your solution is dumb. If they're successful, they know what works in their region, for their business. Get close to the successful ones.
• They'll give you ideas you never thought of. They are coaching the game and sometimes (hopefully not too often playing the game instead), driving the players.
• You'll get support with their people for things they help develop. It's self-fulfilling if their people execute on what you co-develop.
• Their support will make the right things "sticky" with AEs. It all comes down to where and when they coach and whether your co-developed ideas are in the conversation.
• They will strongly appreciate your support and work more closely, creating a virtuous circle. You've championed them and they will in turn champion you. That's what makes the sales world go 'round.

Negatives for thinking "manager first":

• They can ignore what they didn't invest in (or agree with, or help develop). Why should they support something they had no part in? Ego is a very strong motivator in either direction.
• If a manager fails, the impact is greatest. If a competent sales leader fails and/or leaves, there is a gaping hole in leadership, continuity and, unfortunately, in the forecast.
• If they nearly succeed, it is still rough. This is the "bad breath is better than no breath" problem. A leader who consistently struggles unnecessarily may stay on but never really meets their potential. Their team also churns.

Call to action? Think "manager first" in all opportunities to create or improve your way of selling. Get their alignment before any launch. Sit with them through the the use of anything new or updated. This is a time consuming but critical part of helping a sales team to perform. It's a numbers game and working through managers rather than every single account manager gives you a massive numerical advantage.