#3 Sales Team

The first thing you must admit is just how difficult it is to change people. Ask yourself: Have you ever tried to really change someone? Then ask yourself: Did you succeed? If you answered “Yes,” great! But the vast majority would answer “no” to this second question. This is doubly true for trying to change someone simply and only on a professional level—in their job.

Why are we taking this up first? Because it is extremely common for sales managers to dive in and attempt strengthen sales rep weaknesses. For example, a rep is strong at bringing in leads but weak in closing. The sales managerSales Manager Sales Manager is an executive who leads a sales unit, team or department by setting goals and meeting targets, formulating plans and policies, designating tasks, and developing salespeople. does everything possible to strengthen the rep as a closer. Another example: Rep is a great closer, but lousy at nurturing and “heating up” leads. The sales manager works frantically to strengthen the rep at lead nurturingLead Nurturing Lead Nurturing refers to the process of engaging and building long-term relationships with prospective customers through different marketing techniques that develop their preference for your product and services..

But here’s the thing—while there’s no denying that everyone has areas where they can improve, focusing solely on weaknesses can be a never-ending treadmill. Each sales rep, like everyone else, brings a unique set of strengths and weaknesses to the table. For instance, aggressive salespeople might struggle with keeping their emotions in check or showing empathy, while those who fold under pressure may have trouble with confidence during tough conversations. These weak spots are as individual as fingerprints.

Self-awareness is key. The most successful salespeople—and managers—take the time to understand both what a rep does well and where they tend to stumble. By honestly acknowledging these personal patterns, you can help reps minimize the limitations that might sap their motivation, positivity, or clear thinking. Rather than waging an uphill battle to completely overhaul a weakness, it’s often more effective to make the most of a rep’s natural strengths, while strategically shoring up critical areas that could hold them back.

In other words, yes, everyone has room to grow. But trying to turn a born prospector into a master closer—or vice versa—might not be the best use of anyone’s time or energy.

Common Salesperson Weaknesses

Now, you might be wondering—what areas do sales reps typically struggle with? In nearly every sales organizationOrganization Organization is a cohesive group of people working together and formally bound by a shared identity (e.g., one team, company, club, etc.) and a common purpose (e.g., business growth, athletic victory, etc.)., certain weaknesses pop up time and again. Here are a few classics:

• Closing Deals: Some salespeople are incredible at prospecting and building rapport, but when it comes time to ask for the business, nerves set in and deals slip through their fingers.
• Lead Nurturing: Others shine once the finish line is in sight, but fail to keep new leads “warm” along the way, resulting in missed opportunities that simply fizzle out.
• Time Management: Let’s face it—juggling appointments, follow-ups, and administrative duties can feel like a circus act. Many reps struggle to prioritize high-impact activities.
• Listening Skills: The temptation to launch into a sales pitch before truly understanding a prospect’s needs is strong. Reps who miss those crucial cues often lose trust (and sales).
• Handling Rejection: The sting of “no thanks” can deflate the most enthusiastic rep. Bouncing back gracefully isn’t always second nature.

The key is, everyone’s got their blind spots—what matters most is how we leverage strengths while acknowledging and managing these common pitfalls.

The sales manager’s motivation for this is to make the sales rep better—which is great. But let’s perhaps make life easier for both the sales manager and the sales rep.

Strategies for Minimizing Sales-Related Weaknesses

But what about those inevitable weaknesses? While it’s usually best to play to a salesperson’s strengths, there are still some smart, practical moves you can make to keep weaknesses from derailing performance.

• Adjust the Environment: Sometimes, the challenge is less about innate skill and more about setting. If distractions abound, see about changing up the workspace—move to a quieter area, use noise-canceling headphones, or even try remote work, if your company supports it. The right environment can do wonders.
• Tailor the Role: Not every sales position is the same. If someone is ace at writing persuasive emails but freezes up on cold calls, why not seek out a role or team that emphasizes digital outreach over dialing for dollars? Likewise, if memory is a struggle, focusing on a company with a lean, straightforward productProduct Product refers to anything (an idea, item, service, process or information) that meets a need or a desire and is offered to a market, usually but not always at a price. line might be the ticket.
• Seek Support and Learn from Others: There’s also value in learning from those around you. Ask a trusted colleague about how they manage their own shortcomings. Sometimes, tried-and-true methods—like checklists, CRM reminders, or even a little friendly role-playing—can make a world of difference.

The point is not to sweep weaknesses under the rug, but to be strategic. Minimize their impact so that strengths really have room to shine.

Rethinking Weaknesses in Sales

But here’s a twist: Do we really need to obsess over turning every weakness into a strength? Before you invest hours trying to turn a natural opener into a closer—or vice versa—consider where a sales rep truly shines. Some skills are far more difficult to retrain than others, and time spent forcing square pegs into round holes could be better used elsewhere.

Instead, it might be wiser (and more productive) to double down on each salesperson’s natural talents. Rather than doggedly fixing every flaw, ask: How can I amplify what they do best? By channeling strengths—and setting up support systems to cover weaknesses—you and your team save time, energy, and perhaps even a bit of sanity.

Turning Sales Weaknesses Into Strengths

So, how can salespeople actually turn their weaknesses into strengths? The key is to shift the focus. While it’s natural to want to shore up those gaps in performance, it often makes more sense to lean into what you already do well.

But if a weakness is truly holding you or your team back, address it with practical, low-friction adjustments rather than attempting a complete personality overhaul. Here are a few ways to approach it:

• Adjust the Environment: If distractions are dampening productivity, reorganize the workspace or move to a quieter spot. Sometimes, even switching to remote work can make a world of difference if your organization allows it.
• Redefine Roles: Not every salesperson thrives in the same area. If cold calling isn’t your strong suit, focus on channels like email or social sellingSocial Selling Social Selling is the deliberate use of online social networks as sales channels, where sellers directly engage and develop relationships with prospects by probing their needs and providing relevant and valuable insight.—there’s no one-size-fits-all.
• Leverage Simplicity: If overwhelming product knowledge is a barrier, look for positions dealing with a focused portfolio. Take a cue from companies like Apple or Dyson that keep their offerings streamlined.
• Seek Support: There’s great value in learning from those around you. Ask colleagues how they’ve tackled their own challenges and adapt their strategies to fit your workflow.

By making these practical tweaks, you can keep the emphasis on amplifying strengths, while ensuring weaknesses don’t get in the way. If someone is really good at something, wouldn’t it make more sense to strengthen that at which they’re good? Going back to our example above, your sales organization certainly needs leads, and you have someone who excels at bringing in leads. Would it not make more sense—not to mention require a lot less effort—to make them even better at bringing in leads? And every sales team needs great closers. Why take someone who is great at closing and pester them about lead nurturing? Make them an even better closer!

The Power of Focusing on Strengths

Why put all this emphasis on knowing and harnessing your strengths as a salesperson? There’s a practical—and powerful—reason for it. When you zero in on what you’re truly good at, you’re not just making your job easier; you’re putting yourself in a position to excel—and to shine in ways that matter both to you and the organization.

Let’s break down some of the benefits that naturally come from playing to your strengths:

• You hit more of your targets—maybe even surpass them. When you do more of what you’re naturally good at, it’s like paddling downstream. You reach your goals more smoothly, and sometimes you go even farther than you imagined.
• You attract positive attention and referrals. People notice when you’re in your element. Clients, colleagues, even management will sense your momentum and enthusiasm—qualities that are contagious, and that often translate into more opportunities and business coming your way.
• Your relationships get stronger. Whether it’s with clients or teammates, people appreciate working with someone who brings real value to the table. Stronger relationships leadLead Lead refers to a prospect or potential customer (who can be an individual or organization) that exhibits interest in your service or product; or any additional information about such entity. to trust, loyalty, and, ultimately, better results for everyone.
• Your confidence grows. Success begets confidence, and confidence is a magnet for new opportunities—a chance at a bigger role, a raise, or a new challenge.
• You make better decisions. When you know what you do best, you can focus your efforts, say yes to the right opportunities, and politely decline the rest.
• Your communication improves. Expressing your ideas and collaborating with others becomes much easier when you’re working from your foundation of strengths.
• You even find new ways to overcome old obstacles. For example, if cold calling gives you the jitters, understanding your strengths might help you approach it from a fresh angle—or find another method for filling your pipelinePipeline Sales pipelineis a visual representation of the stage prospects are in the sales process..

Bottom line: playing to your strengths is a win—for you, your team, and your customers. And let’s be honest, who wouldn’t want more momentum and less uphill slog in their daily grind?

Key Strengths Valued in Sales Roles

Now, if you’re wondering what strengths typically shine in a sales environment, let’s call out a few that make all the difference:

• Communication skills: The ability to convey ideas clearly, listen intently, and build rapport is the bedrock of any successful sales career. Whether it’s a face-to-face meeting or a quick email exchange, sales reps who can cut through the noise and connect with prospects always have the edge.
• Organization: Managing pipelines, following up with leads, and juggling multiple tasks—those who stay organized don’t just survive; they excel. It’s no coincidence top sales pros keep their CRM cleaner than their own kitchens.
• Product knowledge: You can’t sell what you don’t truly understand. The reps who take time to master the ins and outs of their offerings (and the competition’s, too—looking at you, Salesforce and HubSpot) aren’t thrown off by tough questions and can position solutions more confidently.
• Adaptability: Markets shift, customers surprise you, and quotas don’t move themselves. The best in sales roll with the punches, adjust their approach on the fly, and see each curveball as a chance to get creative.
• Resilience: Getting told “no” is simply part of the game. Those who bounce back, persist, and stay motivated through the highs and lows are the ones who keep filling the pipeline.

Of course, this isn’t an exhaustive list, but these strengths keep showing up in top-performing sales teams everywhere. If you spot them in your reps, nurture them—and watch morale, results, and the bottom line trend upward.

Why Focus on Strengths in Sales?

So, why place such value on strengths in sales? For one thing, focusing on what someone already does well delivers results—fast. When people work from their strengths, they’re more confident, more engaged, and frankly, they’re happier in their jobs. It’s no accident that the best sales organizations (think Salesforce, IBM, or even your local hotshot sales team) zero in on amplifying what their people do best rather than forcing everyone into the same cookie-cutter mold.

The benefits stack up:

• Quicker wins: When reps use their strongest skills, they’re more effective and productive almost immediately. That’s great for morale and even better for targets.
• Energy saved: Trying to drag someone’s weaknesses up to “average” sucks up time and resources. Why not put that effort into perfecting their natural talents instead?
• Greater team synergy: Having specialists who each excel in a specific area—be it prospecting, closing, or nurturing—means you can build a truly balanced team. Like any winning sports club, you want your people in the right positions, playing to their strengths.

Just as you wouldn’t ask Lionel Messi to suit up as a goalie, you shouldn’t nudge your star closer to reinvent themselves as a lead generator. Maximizing strengths translates to happier people, better performance, and healthier bottom lines.

What Are the Most Crucial Strengths in Sales?

So, what actually sets the top sales professionals apart? While product knowledge and experience are useful, they’re not the only game in town. There’s a distinct set of strengths that can make the difference between an average rep and a sales superstar.

Here are some key strengths every great sales rep should bring to the table:

• Active Listening: The ability to truly hear what a clientClient A client is an entity who pays another entity for products purchased or services rendered. Also called a customer. or prospect is saying (and not saying) is golden. It’s often in the pauses and subtext where the real opportunity lies.
• Clear Communication: Sales isn’t about smooth-talking; it’s about clarity—ensuring both sides are on the same page, and nothing is lost in translation.
• Time Management: The best sales reps don’t just “wing it.” They structure their days to maximize prospecting, follow-ups, and closing opportunities.
• Adaptability: If there’s one constant in sales, it’s change—new tech, new objections, new competitors. Rolling with the punches is a non-negotiable.
• Curiosity: The willingness to learn about clients, new methods, and even your own products sets great reps apart from the simply competent.
• Prospecting: Whether you’re scouring LinkedInLinkedIn LinkedIn is a social network for the business community. or pounding the pavement, the ability to consistently find new leads keeps your pipeline full.
• Empathy: Understanding and relating to the customerCustomer Customer is an individual or an organization that purchases a product or signs up for a service offered by a business.’s situation is crucial. Walk a mile in their shoes, and your sales processSales Process Sales Process is a series of strategic steps or a set of activities aimed at driving sales growth through the alignment of personnel, market insight, methodologies, relevant business units, and technology. becomes a lot smoother.
• The Art of Storytelling: Making your product relatable through stories—think Apple’s launch events or Nike’s inspirational ads—can turn the mundane into memorable.
• ObjectionObjection Objection refers to a position, statement or view of a prospect which indicates reservation about or disagreement with a particular aspect or the entirety of your sales pitch, lessening the likelihood of a purchase. Handling: A seasoned rep doesn’t crumble at the first “no.” Instead, they see objections as opportunities for deeper dialogue.
• Persuasiveness: This isn’t about pushiness; it’s about helping prospects see the real value you offer. Think Steve Jobs and his legendary keynotes.
• Resilience Under Pressure: Sales can be a rollercoaster. The strongest thrive under stress, bouncing back quickly from setbacks.
• Strategic Thinking: The ability to plan several moves ahead, anticipate client needs, and see the bigger picture separates the tactical from the truly strategic.
• Technological Savvy: CRMs, video calls, social selling—modern sales demand a comfort with tech. Those who leverage it well earn themselves a competitive edge.

You don’t need to have every one of these strengths from day one, but recognizing and developing them can make the life of a sales manager—and your own career—immeasurably easier.

So the first decision a sales manager should make as regards people is not to try and change them, but to help them to continuously improve at being who they are, and doing what they do best.

Along with this, and as an overall guide, there should be some rules that the sales manager should follow and never violate:

1. Never get in competition with your sales rep—don’t try and show them up by going after the same prospects or some such.
2. Never overrule them—if they make a decision to use a certain strategy with a particular prospect, or a particular method, don’t dive in and make them do something else.
3. Never sell for them—come in and do the deal because you are anxious because they’re not closing it. That’s a very fast way to lose their allegiance to you—and you need that if you’re going to have a sales team at all.

Frequently Asked Questions About Sales Strengths

Let’s take a quick detour into some of the burning questions that pop up time and time again when it comes to strengths in sales. If you’re pondering these, rest assured—you are far from alone:

• Why do strengths matter so much in sales?
  Put strengths to drive results. A salesperson working within their sweet spot—whether that’s networking, closing, or nurturing—is almost always more productive (and happier). Sharpening those strengths leads to more confident selling and, not incidentally, more wins.
• What are some of the most valuable strengths a top salesperson has?
  Great salespeople tend to excel in communication, resilience, adaptability, empathy, and a good old-fashioned work ethic. The very best also know how to listen, ask the right questions, and build lasting relationships—some would say that’s the ultimate trifecta.
• How can managers spot strengths in their team members?
  Sometimes, strengths are obvious—they show up in the numbers. However, at other times, you’ll need to examine closely the activities that reps gravitate toward and where they achieve their best results, or even consult with customers and colleagues for their perspective.
• Is it possible to turn a weakness into a strength?
  Indeed, though it’s often a tall order, it’s usually far more effective to focus on enhancing strengths, while ensuring weaknesses don’t become showstoppers. For example, if someone’s not a born networker, that’s fine—let them focus on closing or accountAccount Account refers to a record of primary and background information about an individual or corporate customer, including contact data, preferred services, and transactions with your company. management if that’s where they excel.
• How should sales strengths come across in resumes or interviews?
  Be specific. Numbers, accolades, and concrete examples always outdo buzzwords. “Grew new business by 40% through targeted outreach and follow-up” trumps “strong communication skills” any day of the week.
• What if a team’s strengths aren’t well-balanced?
  No problem—as long as you’re building a team, not an army of clones. A sales team is like a band: you need drummers, guitarists, and maybe one eccentric bass player. Play to individual strengths and watch your results (and morale) climb.

What Makes a Great Salesperson?

So, what exactly sets the outstanding sales reps apart from the merely average? It isn’t just product knowledge or a knack for schmoozing at industry events—though those don’t hurt. The real standouts tend to share a handful of unmistakable traits:

• Enthusiasm: The best salespeople have a genuine excitement about what they do—and more importantly, about what their product or service can do for the customer. People can spot passion a mile away (try to ignore a Patagonia guide waxing poetic about waterproof jackets or a Tesla rep talking electric innovation).
• Perseverance: Let’s face it, sales can mean a good dose of rejection, unanswered emails, or the classic “let me think about it.” The great ones aren’t discouraged. They dust off every “No,” learn from it, and keep moving forward.
• Listening Skills: The true pros listen more than they talk. They dig into understanding a prospect’s real needs—sometimes the ones clients haven’t voiced yet—so they can genuinely help. This isn’t just about hearing words; it’s about picking up what’s between the lines.
• Adaptability: No two clients are identical, and no two days in sales are quite the same. Top performers can adjust their approach as needed, whether they’re navigating a complex negotiationNegotiation Negotiation is a strategic dialogue, discussion, or bargaining process between two or more parties with the goal of reaching a mutually acceptable agreement. or scrambling to maximize the benefits of a new CRM dashboard.
• Integrity: Trust is the foundation of every productive client relationship. The sales rep who makes promises they can’t keep won’t last long at Gartner or IBM—or really, anywhere. The ones who stick around are the ones clients believe.

When building your team, look for these qualities. And if you see some shining through, invest in sharpening them—it’s far easier (and more rewarding) than trying to reinvent someone’s professional DNA.

Characteristics of a Great Salesperson

So, what exactly does it take to stand out as a top-tier salesperson? No, it’s not about being able to recite your product’s features in your sleep, or dazzling clients with a fancy PowerPoint. The real magic comes down to a handful of key traits that consistently set great salespeople apart:

• Passion for Their Craft: Enthusiasm is contagious. The best salespeople genuinely believe in what they’re selling and convey that conviction in every conversation, making prospects feel that they’re not just closing a deal—they’re providing genuine value.
• Resilience in the Face of Rejection: Sales can be a bumpy road, peppered with “no’s” and cold shoulders. The most effective reps don’t let defeat stick; they bounce back, sharpen their skills, and spring after the next opportunity—think Rocky Balboa in business-casual.
• Listening Like a Pro: Instead of talking a client’s ear off, great salespeople actively listen, tuning in to what the customer truly wants or needs. They don’t just hear words—they read between the lines, pick up on pain points, and respond with solutions that make sense.
• Uncompromising Integrity: Trust is gold in sales. The real stars aren’t afraid to be candid about what their product can—and can’t—do. Transparency paves the way for long-term client relationships (and repeat business).
• Organization with a Capital “O”: Between juggling leads, follow-ups, and proposals, chaos lurks at every turn. Top performers craft systems—whether it’s color-coded calendars or CRM tools—that keep them on track and nothing slips through the cracks.
• Embracing Accountability: High achievers take ownership of both their wins and their losses. Instead of finger-pointing when quotas aren’t met, they reflect, refine, and try again—always aiming to improve.
• Adaptability Above All: In a landscape that shifts daily with new technology, market fluctuations, and changing buyerBuyer A buyer is an individual or organizational entity that purchases a product or subscribes to a service. behaviors, the best salespeople are perpetual learners, quick to pivot and update their approach when circumstances change.
• A Healthy Competitive Streak: No, they don’t see teammates as mortal enemies, but a touch of friendly rivalry keeps them hungry to excel and push the whole team forward.

At their core, the greats recognize that sales isn’t about changing who you are—it’s about maximizing the unique strengths you already bring to the table. And as a manager, your mission is to nurture these qualities, not squeeze reps into identical molds.

Adaptability: Thriving Amid Change

Sales is, if nothing else, a moving target. Markets change, customer expectations evolve, and new tools seem to appear just when you’ve finally mastered the last set. Here’s the thing: salespeople who adapt easily don’t just survive in this swirl—they thrive.

Picture this: last quarterQuarter Quarter is a three-month period in a company’s fiscal year commonly used to make comparative performance analyses, detect or forecast business trends, report earnings, and pay shareholder dividends., your top performer was dazzling prospects in boardrooms, shaking hands, closing deals face-to-face. Now, everything’s virtual—no handshakes, just Zoom calls and follow-up emails. The adaptable rep isn’t rattled. They pivot with the times, adjust their approach, and continue to build relationships despite the digital divide.

It’s this flexibility that sets your best reps apart. Whether it’s mastering the latest CRM gizmo, learning the ins and outs of LinkedIn prospecting, or adopting an entirely new sales script, adaptability means they’re not left behind. Instead, they’re first out of the gate—ready to connect, engage, and deliver results no matter how the world shifts around them.

The Power of Active Listening in Sales

So, what does active listening look like in the context of sales—and why should you care? Active listening isn’t just sitting there, nodding your head, and waiting for your turn to talk. Far from it. It’s all about giving your full attention to your prospect, really absorbing what they’re saying (and sometimes what they’re not saying), and responding in a way that shows you “get it.”

Here’s why this skill is a game-changer: When you truly listen, you spot those subtle cues and unspoken objections that might otherwise slip under the radar. Maybe your prospect says, “We’ve tried similar solutions before.” If you’re tuned in, you’ll dig deeper to find out what didn’t work last time, which helps you avoid pitching something doomed to fail. Instead, you tailor your solutions—think of it like a custom-fit suit from Savile Row, not something off the clearance rack at Target.

Consider a meeting where a rep lets the client fully explain their pain points, then asks clarifying questions instead of jumping into a canned pitch. Not only does the client feel heard (which is half the battle), but the rep also gathers the ammunition they need to present a solutionSolution Solution is a combination of ideas, strategies, processes, technologies and services that effectively helps an organization achieve its goals or hurdle its challenges. that addresses those pain points.

In short, active listening fosters trust and reveals valuable information, both of which are essential if you want to move the deal toward a handshake instead of a polite “We’ll think about it.”

The Three Pillars of Sales Success

Suppose you boiled down the entire sales process to its true essentials. In that case, three foundational strengths emerge from the clamor of all the training manuals, motivational posters, and sales conferences out there.

• Adaptability: Change is the only constant in sales. From shifting customer preferences to evolving products and a never-ending parade of new sales tools, adaptability keeps you in the game. The best salespeople don’t just keep up—they embrace change, learn from it, and adjust their approach rather than rigidly sticking to yesterday’s playbook. When a new idea or curveball comes your way, adaptability ensures you’re ready to pivot and seize fresh opportunities.
• Communication: Yes, it’s a classic for a reason. Whether you’re negotiating over email, presenting on Zoom, or simply hashing out the week’s priorities with your team, your ability to clearly express ideas sets you apart. The gifted communicators in sales aren’t just pitching—they’re listening, interpreting, and responding with empathy. It’s how you build trust, uncover your prospect’s real needs, and make sure solutions are understood by everyone from the CEO to the intern.
• Confidence: Finally, let’s talk about that secret sauce. Confidence isn’t about brashness or bravado—think of it more as a quietly burning certainty. When you genuinely believe in your product, your process, and your abilities, your clients pick up on it. They’re more inclined to trust your recommendations. You’ve likely noticed this in meetings: the rep who knows their stuff and delivers it with assurance wins the room (and the deal) far more often than the hesitant hand-wringer.

Of course, every top-performing sales rep brings their flavor to the mix. Still, these three traits—adaptability, communication, and confidence—form the sturdy tripod under even the flashiest of sales performances.

So what you actually want to do is figure out what your reps are doing right, and continuously assist them at getting better at it. How do you do that?

Sales are about effective results. So you need to measure those results. For example:

• How many leads does a rep bring in? Of what quality?
• What percentage of leads does a rep “heat up” and make ready for prime-time sales?
• What percentage of leads does a rep convert to opportunities?
• What is a rep’s closing ratio— a percentage of opportunities closed?

A CRM should provide you tools with which you can rapidly see how reps are doing in each of these areas and more. Pipeliner certainly does—and in fact, we even provide an Archive (we’re the only CRM that does) in which you can instantly see why sales were won or lost, where they stalled in the sales process, and any other dataData Data is a set of quantitative and qualitative facts that can be used as reference or inputs for computations, analyses, descriptions, predictions, reasoning and planning. you need to analyze lost sales.

You’re under an enormous amount of pressure to perform. In order to do so, you have to not only know the best performers on your team but at what they excel.

A great commissionCommission Commission is the amount of money a sales professional earns for reaching a specific sales volume or for executing one or more business transactions. structure is especially important when it comes to your top producers.

Once you know who is great at what part of sales, you need to free them up of things that are weighing them down. For example, if I were coming in as a sales manager, once I had figured out who the best performers were, I would remove extraneous administration from their jobs. That may seem unfair, but both you and they have numbers to make. Give them the space to make those numbers.

The next major effort you should make is to create a system that truly motivates your salespeople to sell. A salesperson that is really happy with a commission structure is going to bend over backward to make sales—and the primary benefactor is that salesperson’s employer.

Conversely, if you and your company are only offering a structure that makes salespeople mildly happy or not happy at all, how hard are they really going to work for you? And how hard are you going to have to work to motivate them to make their numbers?

In an exaggerated example, people spend millions of dollars years in an effort to avoid tax penalties—it’s a system that nobody likes participating in. Imagine yourself trying to happily get people to pay taxes, and you’ll get an idea of what it’s like to try and motivate people to take part in a system they’re not fond of.

A #sales manager has to evaluate, to coach, to mentor and to build a great #salesteam #salesmanagement

A great commission structure is especially important when it comes to your top producers. When a rep is already doing an outstanding job, and you come along and ask him or her to do, even more, their first thought is going to be, “Why should I?” And it’s true—if they are already at the top of their game percentage-wise, why should they go the extra mile?

Given a decent commission structure, a worthwhile product, and an even mildly healthy market, it is then truly up to the reps to sell. And just as you are watching and monitoring to see who is a top performer in what area of sales, so you must watch for those that just aren’t pulling their weight.

Of course, give them chances. Coach them. Mentor them. But once you have done that and you see no improvement, you have to be willing to let them go. Otherwise, you cannot grow.

A company is not a social institution. Sure you can make friends while you’re there—but making friends is not even close to the main purpose of your company. Your company is there to make money, to succeed and to create jobs for those that will do them, not to support people who cannot do a good job.

As a sales manager, you have quotas to meet. If you have people there who are not producing you must rid yourself of them. As hard as that is, you must do it.

Even with a decent commission structure, and happy and great producers on your team, part of your job will still be to cheer them on, just as a coach does with a team.

Which is kind of an odd thing?  Sales is really not a team sport. It’s not like soccer, hockey or football—it isn’t a group of people all cooperating to move to a single goal. People have tried to operate sales teams this way, but it never works. You’re never going to get a group of salespeople to agree to be paid a “team commission” or some such if the team reaches a goal.

But even so, a sales manager has to create a team spirit. And because a sales team is composed of such vastly different individuals, all self-motivated, it’s definitely a tricky business.

Your sales reps have reputations that rapidly spread online—good or bad. Guess what? As a sales manager, so do you!

A sales manager, evaluating, coaching, and mentoring personnel, must build a team. That team is constantly shifting as people come and go, so in addition to the other skills already named, hiring and firing must be in that skillset, too. You hire the best you can find, get them into the position they’re great at, into a commission structure they’re happy with, get them all fired up and selling. If they don’t make it, you cut them loose. The ones that do, you do everything you can to help.

It’s more than just a great idea for you to be a sales manager that salespeople like, respect, and want to work for.

In today’s sales environment, perception is everything. Your sales reps have reputations that rapidly spread online—good or bad. Guess what? As a sales manager, so do you! If you are perceived as a manager that helps, that reps can rely on, then you’ll be able to rely on your reps, too. And they’ll be able to recommend you, as one of their customers would recommend them.