t salespeople to match your requirements - at a reasonable price. Furthermore, they will benchmark you and your best salesperson to be sure that the candidates’ aptitudes are similar to your best, and that they are compatible with your management style.

2. They don’t have a uniform, highly-effective sales process for their company’s products and services. They believe that the fundamentals of selling

The primary reasons that sales managers fail is that they don’t know how to manage their people, and they don’t manage a highly effective selling processes. Just as an engineering manager needs to be a pretty competent engineer, so does a sales manager need to be a pretty competent salesperson. However, in both cases, their primary responsibility is to manage the performance of their staff. And, both must have a good understanding of modern management principles beyond a few readings of “The One Minute Manger.”

By contrast, most engineering managers know that technology is evolving so quickly that their managerial functions prevent them from keeping up with the technology at the level of a functioning engineer. However, they know enough about the latest technology to manage it.

Conversely, most sales managers believe that very little has changed in the ways that top salespeople interact with their prospects and customers since they became a manager. Therefore, they tend to manage their people in the way they used to sell. However, the markets for every product and service have changed dramatically in the last twenty years. Top salespeople have developed new sales process to take advantage of those changes. That is what most sales managers don’t know.

1. They don’t know how to use highly effective tools to recruit, recognize and train salespeople that will perform well in their organization. Therefore, they often hire salespeople that are not compatible with their company’s culture and don’t have the appropriate sales aptitudes for their industry.

There are a few excellent service agencies that will recruit salespeople to match your requirements - at a reasonable price. Furthermore, they will benchmark you and your best salesperson to be sure that the candidates’ aptitudes are similar to your best, and that they are compatible with your management style.

2. They don’t have a uniform, highly-effective sales process for their company’s products and services. They believe that the fundamentals of selling

good understanding of modern management principles beyond a few readings of “The One Minute Manger.”

By contrast, most engineering managers know that technology is evolving so quickly that their managerial functions prevent them from keeping up with the technology at the level of a functioning engineer. However, they know enough about the latest technology to manage it.

Conversely, most sales managers believe that very little has changed in the ways that top salespeople interact with their prospects and customers since they became a manager. Therefore, they tend to manage their people in the way they used to sell. However, the markets for every product and service have changed dramatically in the last twenty years. Top salespeople have developed new sales process to take advantage of those changes. That is what most sales managers don’t know.

1. They don’t know how to use highly effective tools to recruit, recognize and train salespeople that will perform well in their organization. Therefore, they often hire salespeople that are not compatible with their company’s culture and don’t have the appropriate sales aptitudes for their industry.

There are a few excellent service agencies that will recruit salespeople to match your requirements - at a reasonable price. Furthermore, they will benchmark you and your best salesperson to be sure that the candidates’ aptitudes are similar to your best, and that they are compatible with your management style.

2. They don’t have a uniform, highly-effective sales process for their company’s products and services. They believe that the fundamentals of selling

believe that very little has changed in the ways that top salespeople interact with their prospects and customers since they became a manager. Therefore, they tend to manage their people in the way they used to sell. However, the markets for every product and service have changed dramatically in the last twenty years. Top salespeople have developed new sales process to take advantage of those changes. That is what most sales managers don’t know.

1. They don’t know how to use highly effective tools to recruit, recognize and train salespeople that will perform well in their organization. Therefore, they often hire salespeople that are not compatible with their company’s culture and don’t have the appropriate sales aptitudes for their industry.

There are a few excellent service agencies that will recruit salespeople to match your requirements - at a reasonable price. Furthermore, they will benchmark you and your best salesperson to be sure that the candidates’ aptitudes are similar to your best, and that they are compatible with your management style.

2. They don’t have a uniform, highly-effective sales process for their company’s products and services. They believe that the fundamentals of selling

what most sales managers don’t know.

1. They don’t know how to use highly effective tools to recruit, recognize and train salespeople that will perform well in their organization. Therefore, they often hire salespeople that are not compatible with their company’s culture and don’t have the appropriate sales aptitudes for their industry.

There are a few excellent service agencies that will recruit salespeople to match your requirements - at a reasonable price. Furthermore, they will benchmark you and your best salesperson to be sure that the candidates’ aptitudes are similar to your best, and that they are compatible with your management style.

2. They don’t have a uniform, highly-effective sales process for their company’s products and services. They believe that the fundamentals of selling

t salespeople to match your requirements - at a reasonable price. Furthermore, they will benchmark you and your best salesperson to be sure that the candidates’ aptitudes are similar to your best, and that they are compatible with your management style.

2. They don’t have a uniform, highly-effective sales process for their company’s products and services. They believe that the fundamentals of selling have changed very little since they were selling. Therefore, they typically advocate obsolete sales strategies and tactics, and focus on the wrong metrics. Their efforts at determining the “best selling practices” for their company are almost always flawed.

Look for a sales process that is very different from the one that you are now using. Talk to sales training companies to determine whether they really are different, and whether they use their own proprietary sales process when dealing with you.

3. They don’t know how to train, supervise, track and coach their salespeople to optimize their sales effectiveness.

This is also a sales process problem. If you don’t have a uniform process you have not way of knowing exactly what your salespeople are doing, or whether they are actually doing what they say they are.

4. They lack skills in target marketing and prospecting. Therefore, their salespeople waste most of their time with prospects who will not buy.

One of the most important activities of top salespeople is finding and making appointments with highly qualified prospects. Even if most of the prospecting activity is done by your marketing department, or an outside vendor, the salesperson should be the one that decides if and when to visit a prospect.

5. They believe that “you can’t close if you don’t get in front of prospects.” Therefore, their salespeople go on as many appointments as possible, and they track that metric. In order to fulfill that requirement salespeople spend far more time with prospects who will not buy than with those that will.

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