The Sales Boss

Introduction

If you have ever been on the inside of a top-performing sales team, you know it can look like magic to an outsider. The revenue piles up, in what seems like an effortless process. Everyone— vendors, suppliers, marketing prospects, customers, management, and the sales team—is entwined in an elegant dance, the result of which is increasing revenue. The truth is, it only looks magical.

It is the result of a carefully orchestrated plan. My belief is that at the center of that successful plan is the sales manager. If the company is underperforming, it is always the sales manager. Unfortunately, the opposite isn’t always the truth. If a company is performing well, it is not always the result of the sales manager! I know this seems like a harsh view.

If you are the sales manager, you get the blame when things go wrong and only partial credit when things go well. I’d suggest you get used to it, as that’s the reality in every company and if you are to succeed you must be up to this challenge. You must believe that if things are not going right, you and only you are to blame.

• If the marketing department isn’t getting the message out correctly in the right places or with the right tone, it’s your fault.
• If the customer service department is failing to deliver great service and your company’s reputation is suffering as a result, it’s your fault.
• If your company’s product is out of date and not meeting the current needs of the market, it’s your fault.
• If your company doesn’t ...