Sales Manager vs. Sales Person
Let’s revisit the concept of a dual role sales manager/sales person because I keep bumping into it. I touched on the topic a few years ago in this post (Good Salespeople Make Terrible Sales Managers). Today, I’m just giving you a grid to consider what you’re asking for.
| Management Thoughts | Sales Thoughts |
|---|---|
| I'm building a team | Let me do my thing |
| I need to know the details of my people's work | I don't have much interest in the details, I want results |
| It's best if I'm respected | It's best if I'm liked |
| I use confrontation as a tool for development | I try to avoid confrontation to get to results |
| I make decisions based on what's best for the team | I make decisions based on what's in my own best interest |
| I delegate, to build competence | I do it myself, to get it done |
| I plan, in writing | I know what I need to do |
| I study my employees, because they are my major accounts | I study my prospects, because they are my major accounts |
| I want long term recognition and job satisfaction | I want recognition and a bonus check as soon as possible |
| Policies and procedures are interpreted for good of the team | Policies and procedures are interpreted for my own good |
Think of it like this: design your job roles in a way your people can live with, in a way that fits. You’re looking to get the maximum results from the minimum effort in the shortest time and matching responsibilities to behaviors is a big part of that.
Good stuff.