Page 97 - The Sales Acceleration Formula: Using Data, Technology, and Inbound Selling to go from $0 to $100 Million - PDFDrive.com

right track before making the final leap. This exercise also provided a relatively
safe environment for any final skill development. If a leadership candidate made
a mistake, he would lose credibility with only one salesperson. Better to
experience a “miss” with a single mentee than fumble early on as a sales
manager with an eight-person team.

“Before formal promotion, let qualified leadership candidates hire, train,
and manage one new salesperson while still carrying their individual quota
responsibilities.”

One approach to developing leaders that I see in many organizations is the “team
lead” position, in which a salesperson is simultaneously in charge of managing a
small team and carrying an individual quota for an extended period of time. I am
not a fan of this approach. In my observations, the “team lead” struggles to
balance both aspects of their role. Either the management quality suffers or the
individual's performance suffers. Usually it is the management component.
Therefore, in contrast to the traditional team lead structure, our structure, limited
in duration and scope of responsibility, made me far more comfortable.

In fact, the temporary double-duty role effectively fosters the time management
expertise essential to navigating the sales management role. When a leadership
candidate is eventually promoted and has an eight-person team, how much time
will he actually be able to commit to each salesperson? Realistically, three to
four hours per week. By temporarily juggling a quota and the oversight of an
individual, the leadership candidate has an opportunity to practice the art of time
management as a coach.

Common Potholes from New Sales Managers

Effective Time Management

Susan was promoted to sales manager two months ago. Back in the day, she was
a star as a salesperson—a great funnel manager, always organized, always well-
rested. Her attitude offered a glowing “pick-me-up” for everyone around her in
the office.

Not anymore—not since her promotion to sales manager. I peered over at the
new Susan and saw a harried-looking, red-eyed, burned-out professional. I wish
I could say I was surprised. I almost always saw this situation unfold for newly