You wanted the job and you asked for the job. You interviewed for the job and you pitched for the job. You coveted the job and practically begged for the job. Now, you have the job.
What are you going to do next?
Sales managers, like me, are gluttons for punishment. We are eager for the difficult challenge. We crave the spotlight that comes with the turnaround. We often fail to understand that the reasons why the sales management position is open in the first place is reason enough for us to not want the job.
But, we want it anyway. The key to success in situations like this is to know what to do when you get there. So, here's what you do:
Step #1: Evaluate the talent. Don't take anyone's word for what you've got to work with - evaluate the talent yourself. Probably, you shouldn't evaluate the talent on your own for that matter, you should have your sales talent tested. There are plenty of tests out there and many of them can be had for a small investment. D.I.S.C. is one that works very well but there are others. Get one and make everyone take it. Yes, there'll be bitching but so what. You're the new boss and you get a little leeway before they throw you out with next quarter's bad results. Take your leeway where you can get it and test everyone on the staff.
Step #1b: Drill down into the data. Where does each seller rank on the staff in the key metrics that are important to your industry? What is their tenure? How many customers do they have? Who calls on the most important customers?
Step #2: Observe the skills. Talent is great but you need to see the the place where the rubber meets the road. You've got to go on sales calls and watch your talented sellers use their skills in front of customers. Don't say too much to the sellers. Part of the beauty of Step #2 is that you are beginning to develop relationships with the key customers independent of their relationship with their current account manager. Spend your time talking to the customer. Make sure they have your direct line.
Step #3: Meet with each account manager individually. You have tested them and observed them and now you have something to say. Here's what you say, "I've heard great things about you. I've taken a look at the talent test we administered, drilled down into the data and observed you in front of customers. What do you think I have learned?" What they say next will be very enlightening. Some will say that you have learned they are the very best and you should feel very fortunate to have them on the team. Others will say that their performance has been below par but it isn't their fault because the sun got in their eyes and they tripped over a rock and the former manager made them promises that weren't kept and their dog at their homework. Others might be smart enough to say that they would love to know what you learned and can't wait for you to tell them. Regardless, information will flow and the lay of the land will be revealed to you.
The key to this part: don't say too much.
Step #4: Develop your strategy. You were hired to take the team to another level regardless of whether their current level is good or bad. So, you have to have a strategy for doing that. Now that you know on whom you can count, you can develop a strategy. After you have your strategy, get a meeting with your boss and lay it out. Get some buy in because you are going to need it. Your strategy may include some personnel changes. If so, you're going to need buy in from the boss when you are attacked by the those being asked to walk the plank. Your strategy may include a realignment of territories or accounts. The buy-in is going to be important. Make sure you've got it.
Step #5: Call a meeting and present your strategy. This is the meeting they were expecting on Day #1 but they are getting it on Day #30. Make sure it is damn good. No glitches and no mistakes. This is the meeting where you let them know that you are in charge - not the status quo, not "the way we do things", not the previous manager. This isn't a question and answer meeting. This meeting is a monologue, a presentation, a lecture. At the end of the meeting, let the folks know that you will be meeting with each of them individually to discuss the tactics they will need to implement in order for your strategy to be effective. Note that the most important reason you were hired was to achieve the goals of the company.
Step #6: Individual Meetings to discuss tactics. Change of image time. Whereas the big meeting was all about you, the individual meeting is all about the account manager. Each needs to understand your opinion of their work and where you see them fitting in to the equation. You are there to help them achieve their professional goals. Assure them that despite the presentation, your job is to assist them and to be there for them and the only way the company is going to acheive its goals is through them. You need them. Now, what obstacles are in the way that might be stopping them from achieving their goals. How can you help? What behaviors do they need to display in order to achieve the goals that they have established and that you are now expecting? Exactly how are they going to be held accountable by themselves and by you? What is the process for dispute resolution? How will they be graded?
Step #7: Report back to the boss. Explain what you have done and what is likely to happen next. One of the results you can expect is that one or more of the veteran account managers will go to the boss to complain about you. If you had the buy in and you've given the update, the boss will make it clear that you are in charge and the veterans need to get to work. If not, your window for achieving results just got smaller.
Step #8: Work your ass off to achieve credibility with the staff. Did you say that you were there to assist the account managers in achieving their professional goals? Yes, you did. Now it's time to act like it because nothing stinks more than a sales manager who knows how to make a great speech but can't walk the walk.
If this isn't working, call me to discuss and we'll get you back on track together.
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