Sales Management Skills

• Overt focus on the drive for ‘results’ obscures the need to manage ‘people performance’ in order to drive the results
• Junior manager/supervisor leadership style and approach is a reflection of how they are managed and lead and filtersdown to lower levels of staff, often with negative outcomes
• Sales managers are promoted because they are good at selling, but they need development to become good at ‘leading’ in the context to sales management
• The sales operation, the business agenda is fast moving and complex, sales managers needs competencies to manage people, customers and ultimately business results in this dynamic environment

By the end of the course participants will be able to:

• Manage the diverse and complex demands of the sales manager role
• Develop interpersonal skills and practical steps in leadership of the sales team
• Explain the difference between ‘performance’ and ‘results’ and how to drive one to leverage the other
• Improve quality of managing by objectives through planning, monitoring and control
• Migrate from being good sales people to becoming more commercially rounded business managers