261 (Lead) Why Most Sales Reps Fail As Managers (Mark & Armand)

30 Minutes to President's Club | No-Nonsense Sales

Inhalt bereitgestellt von Armand Farrokh & Nick Cegelski, Armand Farrokh, and Nick Cegelski. Alle Podcast-Inhalte, einschließlich Episoden, Grafiken und Podcast-Beschreibungen, werden direkt von Armand Farrokh & Nick Cegelski, Armand Farrokh, and Nick Cegelski oder seinem Podcast-Plattformpartner hochgeladen und bereitgestellt. Wenn Sie glauben, dass jemand Ihr urheberrechtlich geschütztes Werk ohne Ihre Erlaubnis nutzt, können Sie dem hier beschriebenen Verfahren folgen https://de.player.fm/legal.

3M ago 41:02

MP3•Episode-Home

Mark & Armand link up live and in person to discuss the when, how, and who of promoting sales reps to sales managers

ACTIONABLE TAKEAWAYS:

Efficacy in Sales Management: A sales manager’s primary job is to ensure team efficacy while fostering a supportive environment. Effective managers don’t just oversee but actively build up their teams.
Conscious Competence: It’s crucial for managers to understand the "why" behind their actions. Recognizing the reasons behind effective strategies allows managers to drive consistent, purposeful change.
“Taste Test” Before Promotion: Before fully promoting someone to a managerial role, conduct a "taste test" over a quarter to assess fit. Evaluate if they enjoy the role, excel at it, and if their team gravitates toward them as a leader.
Avoid Common Frictions: Avoiding favoritism, limiting who can apply, or promoting based on performance alone (i.e., “super reps”) can lead to friction. Open opportunities for all and emphasize leadership skills over individual sales metrics.

RESOURCES DISCUSSED:

434 Episoden

#Careers #Business #Armand Farrokh #Nick Cegelski #MBA #Sean Yuan #Sales