Compensating New Sales Roles: How to Design Rewards That Work in Today's Selling Environment

Chapter 10. COMPENSATING SALES MANAGERS AND TEAM LEADERS

For the purposes of this book, we define sales managers and team leaders as the individuals assigned the responsibility for supervising frontline resources—the sales staff and other customer contact resources. In Chapter 5 we suggested that one way to think about new sales roles is to consider what responsibilities the company adds to or subtracts from a current job. Applying this same thinking to a sales manager job, we find few situations where a firm subtracts responsibilities from the job. In fact, more often than not, the scope and complexity of sales manager jobs are increasing dramatically.

This is happening for at least two reasons. First, the focus of the sales manager's work is ...