How To Be The Boss That (Super) Sales People Clamour To Work For?

By October 9, 2016Software Sales

One of the things I enjoy about Software Sales recruitment is the variety of opinions I hear from clients and candidates on a daily basis. Topics such as; who has the best sales culture and what are a company or a person’s differentiators?

I also get to hear the less desirable details on these matters too…Glassdoor ain’t got nothing’ on me!

I hear the key reasons why a talented software sales exec has decided to look to pastures new…and the #1 answer, believe it or not, is…drum roll…they don’t like their manager!

You’ve seen the posts on LinkedIn, “choose your boss, not your job” so I thought I’d share my insight and hopefully hear some of your views on this too.

Looking specifically at Sales management, the question should be…How do you get the best performance out of your sales people?

Some good managers have a blanket approach and work methodically from spreadsheets, but the great managers I have spoken to also understand the strengths and weaknesses of each person in their team.

An example, to give this some context, was when I was working on a sales requirement for an up and coming software company where I had 2 candidates on final interview. So when I posed the obvious question “who’s you favourite”? Steve the hiring manager said “both are great but for different reasons”.

One was very Data driven, meaning they could maintain a territory very well and Steve would always have visibility on what he was doing and where the revenue would come from making him better aligned to newer territory’s and more greenfield areas.

Whilst the second was a lot more “Salesy”, she would always over achieve but would take little time with handovers to the onboarding team and could not be tracked so easily. Steve felt she would be better suited to a well-established territory where the database was already well kitted out. He went on to say “if we could combine the two characters I would hire that person now and pay twice the salary”.

So how does a Sales Manager take one of these polar opposites and turn them into that combined skillset?

We all have our strengths and weaknesses and are motivated in different ways, but we can still improve our all round game. I’ve found by just listening to disengaged software sales execs that it’s important not to just intensely focus on the weaker qualities. It can be very frustrating for a sales person, even when they know that it’s for their overall improvement, to be constantly reminded of their short comings. It often ends in the conversation of “we’re not seeing eye to eye” with their manager.

So here’s what successful managers do differently:

  • Make the sales person aware where precisely you want to see a change/improvement.
  • Give them coaching to help them achieve that improvement.
  • If they are not already motivated to improve in this area, get them inspired; its easier than most people realise.
  • Monitor the improvement but no more than on a weekly basis or it becomes too intense.
  • Set time lines and ALWAYS ALWAYS review.
  • Praise when improvements happen-no matter how small.
  • If standard starts to slip – go back to point 1 (assuming you want to retain this sales exec)

The reason managers get success using these strategies is because, you are working with the person as a supportive manager and coach.

You’re also pointing out the improvements making the person feel positive and motivated around what they are trying to achieve and lastly giving them a nudge whenever things start to slip.

I think this can be applied in any scenario to any improvement area, from becoming better at Database management, to being more of a team player, to simply improving revenue figures.

My personal experience of this goes back to my school days with the approach my English Teacher took with me. She often publicly berated me for spelling and grammar errors, thinking I was lazy. I somehow scrapped a pass in my GCSE but, years later, I was tested for dyslexia and discovered the cause of ‘my laziness’.

If I achieve my goal of running my own business and being a manager one day, I will try to remember to be the supportive manager and coach, not the unforgiving teacher.

Tom Bate

Tom Bate is a senior consultant with Teem, specialising in recruitment for the software sales industry. Outside of work Tom still likes to indulge in the odd game of rugby; usually followed by a sedate night on the town.

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About Tom Bate

Tom Bate is a senior consultant with Teem, specialising in recruitment for the software sales industry. Outside of work Tom still likes to indulge in the odd game of rugby; usually followed by a sedate night on the town. View Bio