A Sales Managers Hybrid Challenge – the first 12 months.

Hiring the first salesperson was a pivotal moment for Tom, a newly appointed sales manager who had been handling all the sales for his business on his own. The company was growing fast, and he knew that it was time to expand the team. Over the course of 12 months, Tom would face a series of challenges as his team grew from one to five members, many of whom opted for a hybrid work model. This is the story of how he navigated these challenges and implemented solutions to keep his sales team thriving.

Month 1: Taking the Leap

Tom’s first hire was Sarah, a motivated salesperson with some experience but eager to learn more about the industry. In those early days, things were straightforward. With just the two of them, communication was seamless. They worked closely together, and Tom could share his knowledge directly with Sarah. It was a period of intensive one-on-one training, with Sarah quickly picking up the sales processes and starting to bring in leads.

For Tom, the challenge at this stage was simply making sure he could pass on everything he had learned about the business while ensuring Sarah felt supported. As they worked side by side, the new hire settled in quickly, and the business continued to grow.

Month 3: Expanding the Team

By the third month, it became clear that Sarah couldn’t handle all the new leads alone, and Tom needed to hire more salespeople. He brought on Tom and Jessica, two more recruits who, like Sarah, were eager to contribute.

However, with the growing team came new challenges. The easy flow of communication that Tom had enjoyed with Sarah started to become more difficult with three people to manage. Spontaneous conversations that used to happen throughout the day weren’t as feasible anymore. With more people, the need for structure and organisation became evident.

Solution: Structured Communication

To ensure smooth communication, Tom introduced structured methods of staying in touch. Weekly team meetings were implemented to keep everyone aligned on goals and progress. Additionally, he set up a Slack channel for quick, day-to-day communication, allowing the team to ask questions and share updates without sending endless emails. Regular check-ins with each team member also became part of the routine, helping Tom stay on top of any issues that arose.

Month 6: Remote Work Brings New Challenges

Six months into the process, both Tom and Jessica expressed interest in working remotely part-time. Tom, the sales manager, was initially cautious about how this shift to hybrid work would affect the team’s performance and communication. Would the team stay engaged? How would he know if they were truly staying on top of their work?

For the first few weeks, things went smoothly. The team enjoyed the flexibility, but it wasn’t long before Tom started noticing cracks. Communication became less fluid, and team members seemed less engaged during virtual meetings. Tom was concerned that the shift to remote work might negatively impact sales performance.

Solution: Results-Focused Approach

To address these concerns, Tom shifted his management style. Instead of focusing on hours worked, he began to place more emphasis on measurable outcomes. He set clear expectations and performance goals for the team, focusing on lead generation, deal closures, and revenue targets.

By moving towards a results-driven approach, Tom allowed his team the freedom to work in the way that best suited them while maintaining accountability. This shift relieved a lot of the pressure on both Tom and the team, and performance improved as a result.

Month 9: Keeping the Team Connected

By month nine, the hybrid work model was well established, and the team was meeting their targets. However, Tom noticed that while the team was performing well, they seemed increasingly disconnected. Sarah, who worked in the office more frequently, mentioned feeling isolated from Tom and Jessica, who were often working remotely. The camaraderie that had been present when everyone was in the office was starting to fade.

Solution: Virtual Team-Building

Tom realised that in order to maintain team cohesion, he needed to create opportunities for his team to connect on a personal level, even if they were working in different locations. He introduced virtual team-building activities, including fortnightly coffee breaks where the team could catch up casually. Monthly online quizzes and team-building exercises were also added to the calendar, helping to bring the team closer together.

In addition, Tom encouraged the team to share their successes in the group chat. Whenever someone closed a deal, they would post about it, and the team would celebrate together. These small moments of recognition helped foster a sense of unity, even though they were working apart.

Month 10: Training and Development

As the team continued to work in hybrid and remote settings, Tom realised that the informal learning that used to happen in the office was no longer possible. In the past, Sarah had learned a lot just by observing how Tom interacted with clients, but with people working remotely, those learning opportunities were harder to come by.

Solution: Structured Training Programmes

Tom decided to formalise the training process. He scheduled monthly virtual training sessions that covered everything from product knowledge to advanced sales techniques. These training sessions ensured that everyone, whether in the office or working remotely, had the same opportunities for development.

He also introduced a mentorship programme within the team. Sarah, who had grown into a top performer, began mentoring Jessica, while Tom mentored the newer team members. These one-on-one mentoring sessions helped develop skills and strengthened relationships across the team, ensuring that everyone felt supported.

Month 12: Managing Growth and Performance

As the year progressed, the team grew even further, expanding from three members to five. The business was thriving, but Tom now faced the challenge of managing a larger, distributed team. With some team members working remotely and others in the office, it became more difficult to track individual performance. Tom needed a way to ensure that everyone was meeting their targets without micromanaging.

Solution: CRM and Performance Metrics

To tackle this, Tom invested in a Customer Relationship Management (CRM) system. The CRM allowed him to track each salesperson’s performance in real time, monitoring key metrics such as the number of calls made, deals closed, and leads in the pipeline. This data-driven approach helped Tom identify who needed additional support and who was excelling, without having to be constantly in touch with each team member.

Tom also used the CRM to set clear goals for both individuals and the team as a whole. These measurable targets helped keep everyone focused and provided a basis for regular feedback sessions, where Tom could offer praise or guidance as needed.

Looking Back

Over the course of 12 months, Tom learned a great deal about managing a growing sales team in a hybrid environment. The challenges were numerous — from maintaining effective communication to keeping the team connected and engaged. But by implementing structured communication processes, shifting to a results-focused management style, and investing in team-building and training, he was able to overcome these obstacles.

As the business continued to grow, Tom felt confident that his team was not only capable of meeting their targets but thriving in their flexible working environment. By adapting his leadership approach to the changing dynamics of remote and hybrid work, Tom had built a successful and resilient sales team, ready to tackle whatever came next.

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