The Definitive Guide to Sales Management

The Definitive Guide to Sales ManagementThe Definitive Guide to Sales ManagementThe purpose of a sale manager is to provide their schlussverkaufpeople with everything they need to succeed, including coaching, training, and motivation. The actions of a successful sale manager can include anything from overseeing the onboarding of a new sales team member to firing a salesrolle who wasnt ever going to cut it. (Because in that case, what the person needs to succeed is a different job.) A great sales manager ensures their salespeople know how theyre performing so they dont fall behind on their monthly quota or fail to sell according to the companys priorities. And if someone is lagging, the manager is capable of determining the salespersons weakness and empowering them to fix it. Coaching The fruchtwein crucial role of a sales manager is a coach for the members of their team. A salesperson who is suddenly not making enough appointments might not realize that their script has gone stal e and they sound like a robot during cold calls. In these kinds of situations, the sales manager is ideally placed to both identify the problem and help to fix it. Coaching is a learnable skill- even for people for whom it doesnt come naturally. Not all sales managers are good at coaching. Some prefer the administrative side of management, while others like to spend as much time as possible on the front lines selling. Fortunately, coaching is a skill you can plektron up with practice. Asking the Right Questions In many ways, coaching is like selling. Youll need to figure out what is holding a salesperson back and then nudge them into realizing it for themselves. As with sales, this is often best accomplished by asking questions rather than directly telling the salesperson what they must do. The sales manager might ask the salesperson who is struggling to make appointments questions like What is your cold calling process? and What exactly do prospects say when you call them and they turn you down? These questions help your salesperson to identify the problem and the solution, which is a lot less confrontational than if you simply told them what to do. It also gives them a feeling of ownership of the solution, since they came up with it themselves. Working With All Team Members Good sales managers take time with every salesperson, not just the top and bottom performers. Every salesperson has both strengths and weaknesses you should recognize the former and help with the latter. Often the best way to evaluate a salespersons best and worst qualities is to accompany them on sales appointments and see how they operate with prospective customers. Ideally, youll want to shadow each salesperson on your team at least twice a year. While its important to spend time with each member of the sales team, realistically most of your time will be spent with the salespeople who are having the most trouble meeting their goals. A salesperson who is trying hard but hasnt been able to succeed may need an intensive coaching program involving several weeks of observation and assistance. It will be time-consuming, but if the result is a salesperson who exceeds their quota every month instead of failing or struggling to meet it, the time will have been well spent. Coaching wont do much good with a salesperson who doesnt realize they have a problem. Any salesperson who blames their poor performance on outside factors simply wont take a coaching program seriously. In this situation, it may be necessary to fire the person before their bad attitude contaminates the rest of the team. Providing the Right Sales Tools Another important part of sales management is making sure your salespeople are equipped with the right tools. These tools can make all the difference between success and failure. At the very least, theyll make selling a lot easier and your salespeople much more efficient. First and most basic, your team should have an ideal customer profile. Every compan y has an ideal customer. The ideal customer profile is simply a list of the characteristics that your best customers and prospective customers share. This profile is incredibly useful in qualifying prospects early on and enables your salespeople to focus their time and energy on the very best kompetenz customers. Second, you should set up a sales metrics tracking plan. Tracking your sales teams metrics helps both you and them. It helps you because you can see exactly where theyre strongest and weakest in their sales abilities. If a salesperson hits a slump, you can use metrics to see where in the sales process theyre losing those sales. And it helps your salespeople because they can identify potential problems before they start to cut into sales. If a salesperson knows theyve booked half as many appointments as usual this week, they know they need to hit the phones big-time- before their pipeline empties out. Third, take a look at your new hire training program. Even the most experi enced salespeople will need training when they join your company. At a minimum, theyll need product training and training in your companys sales software and customer relationship management (CRM) program, which encourages customers to remain loyal to your products or services. Its also a good idea to assess a new salespersons basic sales skills and decide how youll help with any weak areas. The faster you get your new hire up to speed, the faster theyll be earning revenue for your company (and you). Ongoing Training Youshould also evaluate your continuing training program. If a sports team doesnt train regularly, you wouldnt expect them to win. The same applies to your sales team. Like most professionals, salespeople need to broaden their skill sets and pick up new strategies on a regular basis. But just signing your team up for random training sessions wont help. You need a plan based on what skills they most need to develop so that you can look for the best training options t o fit your teams specific needs. Establishing Differentiators Next, consider your product or service differentiators- the factors that make your products or services different from the competition. It may require a sales meeting to find out which differentiators your salespeople use and confirm that theyre consistent across the team. If your companys marketing department hasnt come up with some official differentiators, work with your sales team to brainstorm at least one for each product or service. Every time your company develops a new product or service or changes an old one, youll need to come up with new differentiators. Meeting Company Goals Finally, youll need to make sure that your sales team is aware of and working in line with the companys sales goals. Your company probably has certain products or services that it wants to push because theyre the most lucrative, others that are less important, and a few that are loss leaders, meaning they exist to attract new cust omers but dont make the company any money. Make sure your sales team knows which products or services to prioritize during sales appointments. And work with company executives to build a compensation plan that rewards your team members for making the highest-priority sales. A sales manager is ultimately judged by the success of their team members, so leading them to greater rewards will bring rewards for yourself as well.

See a Sample Human Resources Manager Job Description

See a Sample menschlich Resources Manager Job DescriptionSee a Sample menschenwrdig Resources Manager Job DescriptionPosition Description The menschlich Resources Manager guides and manages the overall provision of menschenfreundlich Resources services, policies, and programs for a company within a small to mid-sized company, or a portion of the menschengerecht Resources function within a large company. The job responsibilities of the menschengerecht Resources Manager differ depending on the overall needs of the company or organization. The menschenwrdig Resources Manager determines or is assigned the duties and job responsibilities that are required by the senior management team to meet the needs of their workforce management. The major areas the Human Resources Manager manages can include recruiting and staffingorganizational departmental planningperformance management and improvement systemsorganization developmentemployment and compliance with regulatory concerns regarding emplo yeesemployee onboarding, development, needs assessment, and trainingpolicy development and documentationemployee relationscompany-wide committee facilitationcompany employee and community communicationcompensation and benefits administrationemployee safety, welfare, wellness, and healthcharitable giving and employee services and counseling. Occasionally, the Human Resources Manager is in charge of ancillary areas such as reception, customer service, administration, or transactional accounting to name a few possibilities. The Human Resources Manager originates and leads Human Resources practices and objectives that will provide an employee-oriented high-performance culture that emphasizes empowerment, quality, productivity, and standards goal attainment, and the recruitment and ongoing development of a oben liegend workforce. The Human Resources Manager is responsible for the development of processes and metrics that support the achievement of the organizations business goals. The Hu man Resources Manager coordinates the implementation of people-related services, policies, and programs through Human Resources staff reports to the CEO and assists and advises company managers about Human Resources issues. Primary Objectives of the Human Resources Manager Health and safety of the workforce.Development of a superior workforce.Development of the Human Resources department.Development of an employee-oriented company culture that emphasizes quality, continuous improvement, key employee retention and development, and high performance.Personal ongoing development. Responsibilities of the Human Resources Manager Depending on the organization, the Human Resources Manager may or may bedrngnis have responsibility for community relations, philanthropic giving, company community sports team and event sponsoring, space planning, benefits review, and administration. Depending on the needs of the organization, such responsibilities may be carried out by the finance depart ment, facilities department, marketing, and public relations, and/or administration. No matter which department bears the leadership responsibility for the function, the Human Resources manager is closely involved in decisions, implementation, and review. Thus, responsibilities of the Human Resources manager may include the following. Development of the Human Resources Department Oversees the implementation of Human Resources programs through Human Resources staff. Identifies opportunities for improvement and resolves problems.Oversees and manages the work of reporting Human Resources staff. Encourages the ongoing development of the Human Resources staff.Develops and monitors an annual budget that includes Human Resources services, employee recognition, sports teams and community events support, company philanthropic giving, and benefits administration.Selects and supervises Human Resources consultants, attorneys, and training specialists, and coordinates company use of insuranc e brokers, insurance carriers, pension administrators, and other outside sources. Conducts a continuing study of all Human Resources policies, programs, and practices to keep management informed of new developments.Leads the development of department goals, objectives, and systems. Provides leadership for Human Resources strategic planning.Establishes HR departmental measurements that support the accomplishment of the companys strategic goals.Manages the preparation and maintenance of such reports as are necessary to carry out the functions of the department. Prepares periodic reports for management, as necessary or requested, to track strategic goal accomplishment. Develops and administers programs, procedures, and guidelines to help align the workforce with the strategic goals of the company.Participates in executive, management, and company staff meetings and attends other meetings and seminars.With the CEO, CFO, and community relations group, plan the companys philanthropic and charitable giving. Human Resources Information Systems (HRIS) Manages the development and maintenance of the Human Resources sections of both the company website, particularly recruiting, culture, and company information and the employee Intranet, wikis, newsletters, and so forth.Utilizes the HRIS system to eliminate administrative tasks, empower employees, and meet the other needs of the organization. Training and Development Coordinates all Human Resources training programs, and assigns the authority/responsibility of Human Resources and managers within those programs. Provides necessary education and materials to managers and employees including workshops, manuals, employee handbooks, and standardized reports.Leads the implementation of the performance management system that includes performance development plans (PDPs) and employee development programs.Establishes an in-house employee training system that addresses company training needs including training needs assessme nt, new employee onboarding or orientation, management development, production cross-training, the measurement of training impact, and training transfers. Assists managers with the selection and contracting of external training programs and consultants.Assists with the development of and monitors the spending of the corporate training budget. Maintains employee training records. Employment Establishes and leads the standard recruiting and hiring practices and procedures necessary to recruit and hire a superior workforce.Interviews management and executive position candidates serves as part of the interview team for position finalists.Chairs any employee selection committees or meetings. Employee Relations Formulates and recommends Human Resources policies and objectives for the company on any topic associated with employee relations and employee rights.Partners with management to communicate Human Resources policies, procedures, programs, and laws.Determines and recommends e mployee relations practices necessary to establish a positive employer-employee relationship and promote a high level of employee morale and motivation. Conducts periodic surveys to measure employee satisfaction and employee engagement. Coaches and trains managers in their communication, feedback, recognition, and interaction responsibilities with the employees who report to them. Makes certain that the managers know how to successfully, ethically, honestly, and legally communicate with employees.Conducts investigations when employee complaints or concerns are brought forth.Monitors and advises managers and supervisors in the progressive discipline system of the company. Monitors the implementation of a performance improvement process with non-performing employees. Reviews, guides, and approves management recommendations for employment terminations.Leads the implementation of company safety and health programs. Monitors the tracking of OSHA-required data.Reviews employee appeals thr ough the company complaint procedure. Compensation Establishes the company wage and salary structure, pay policies, and oversees the variable pay systems within the company including bonuses and raises.Leads competitive market research to establish pay practices and pay bands that help to recruit and retain superior staff.Monitors all pay practices and systems for effectiveness and cost containment.Leads participation in at least one salary survey per year. Monitors best practices in compensation and benefits through research and up-to-date information on available products. Benefits With the assistance of the CFO, obtains cost-effective, employee-serving benefits monitors national benefits environment for options and cost savings.Leads the development of benefit orientations and other benefits training for employees and their families.Recommends changes in benefits offered, especially new benefits aimed at employee satisfaction and retention. Law Leads company complian ce with all existing governmental and labor legal and government reporting requirements including any related to the Equal Employment Opportunity (EEO), the Americans With Disabilities Act (ADA), the Family and Medical Leave Act, Employee Retirement Income Security Act (ERISA), the Department of Labor, worker compensation, the Occupational Safety and Health Administration (OSHA), and so forth. Maintains minimal company exposure to lawsuits.Directs the preparation of information requested or required for compliance with laws. Approves all information submitted. Serves as the primary contact with the company employment law attorney and outside government agencies. Protects the interests of employees and the company in accordance with company Human Resources policies and governmental laws and regulations. Minimizes risk. Organization Development Designs, directs and manages a company-wide process of organization development that addresses issues such as succession planning, superio r workforce development, key employee retention, organization design, and change management.Manages employee communication and feedback through such avenues as company meetings, suggestion programs, employee satisfaction surveys, newsletters, employee focus groups, one-on-one meetings, and Intranet use.Manages a process of organizational planning that evaluates company structure, job design, and personnel forecasting throughout the company. Evaluates plans and changes to plans. Makes recommendations to executive management. Identifies and monitors the organizations culture so that it supports the attainment of the companys goals and promotes employee satisfaction.Participates in a process of organization development to plan, communicate, and integrate the results of strategic planning throughout the organization.Manages the company-wide committees including the wellness, training, environmental health and safety, activity, and culture and communications committees.Keeps the CEO and the executive team informed of significant problems that jeopardize the achievement of company goals, and those that are not being addressed adequately at the line management level. The Human Resources Manager assumes other responsibilities as assigned by the CEO. This job description has been designed to indicate the general nature and level of work performed by jobholders within this role of Human Resources Manager. It is not designed to contain or to be interpreted as a comprehensive inventory of all duties, responsibilities, and qualifications required of employees assigned to the job. To perform the Human Resources Manager job successfully, an employee must perform each essential responsibility satisfactorily. These requirements are representative, but not all-inclusive, of the knowledge, skills, and abilities required to lead in the role of the company Human Resources Manager. Reasonable accommodations may be made to enable individuals with disabilities to perform these essen tial functions. Human Resources Manager Job Requirements Knowledge and experience in employment law, compensation, organizational planning, recruitment, organization development, employee relations, safety, employee engagement, and employee development.Better than average written and spoken communication skills.Outstanding interpersonal relationship building and employee coaching skills.Demonstrated ability to lead and develop HR department staff members.Demonstrated ability to serve as a knowledgeable resource to the executive management team that provides overall company leadership and direction. Excellent computer skills in a Microsoft Windows environment. Must include knowledge of Excel and skills in Human Resources Information Systems (HRIS).General knowledge of various employment laws and practices and experience working with a corporate employment law attorney.Experience in the administration of benefits and compensation programs and other Human Resources recognition and engagement programs and processes.Evidence of the ability to practice and coach organization managers in the practice of a high level of confidentiality. Excellent organizational management skills. Education and Experience Required for the Human Resources Manager Job Minimum of a Bachelors degree or equivalent in Human Resources, Business, or Organization Development.A minimum of seven years of progressive leadership experience in Human Resources positions.Specialized training in employment law, compensation, organizational planning, organization development, employee relations, safety, training, and preventive labor relations, preferred.Active affiliation with appropriate Human Resources networks and organizations and ongoing community involvement preferred. Possess ongoing affiliations with leaders in successful companies and organizations that practice effective Human Resources Management. Physical Demands of the Human Resources Manager Job These physical demands are repr esentative of the physical requirements necessary for an employee to successfully perform the essential functions of the Human Resources Managers job. Reasonable accommodation can be made to enable people with disabilities to perform the described essential functions of the Human Resources Managers job. While performing the responsibilities of the Human Resources Managers job, the employee is required to talk and hear. The employee is often required to sit and use his or her hands and fingers, to handle or feel. The employee is occasionally required to stand, walk, reach with arms and hands, climb or balance, and to stoop, kneel, crouch or crawl. Vision abilities required for this job include close vision. Work Environment for the Human Resource Manager While performing the responsibilities of the Human Resources Managers job, these work environment characteristics are representative of the environment the Human Resources Manager will encounter. Reasonable accommodations may be made to enable people with disabilities to perform the essential functions of the Human Resources Managers job. While performing the duties of this job, the employee is occasionally exposed to moving mechanical parts and vehicles. The noise level in the work environment is usually quiet to moderate. Conclusion This job description is intended to convey information essential to understanding the scope of the Human Resources Managers position and it is not intended to be an exhaustive list of experience, skills, efforts, duties, responsibilities or working conditions associated with the position. DisclaimerPlease note that the information provided, while authoritative, is not guaranteed for accuracy and legality. The site is read by a world-wide audience and ?employment lawsand regulations vary from state to state and country to country. Please seek legal assistance, or assistance from State, Federal, or International governmental resources, to make certain your legal interpretati on and decisions are correct for your location. This information is for guidance, ideas, and assistance. 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Why do abusive bosses act nice after being mean

Why do abusive bosses act nice after being meanWhy do abusive bosses act nice after being meanOne day your boss is berating you in public, and the next day they are buttering you up. What gives? Their mercurial personality changes now have a name moral cleansing, a theory that Michigan State University researchers named for why jerk bosses change their tune after being abusive.In their study published in The Journal of Applied Psychology, the researchers found that some abusive bosses recognize their immoral bad behavior and use moral cleansing as a way to make up for it.Moral cleansing spurs guilty bad bosses to change for betterSome terrible bosses are always going to be oblivious to their bad habits. But some can be guilted into becoming better humans. The researchers documented the latter case by collecting evaluations from abusive bosses and their employees who bore the brunt of it.Follow Ladders on FlipboardFollow Ladders magazines on Flipboard covering Happiness, Productivity , Job Satisfaction, Neuroscience, and morePerpetrating abusive supervisor behavior lumineszenzdiode to an increase in experienced guilt and perceived loss of moral credits, which in turn motivated leaders to engage in more constructive leadership behavior, the study states.Turns out, when you know youre acting badly, your soulmusik may squirm, and youll be inspired to do good deeds to make up for it.People often act as though they have a moral ledger or bank account, such that doing good deeds adds credit whereas bad deeds withdraw credit. When there is a shortfall of credits, they are motivated to engage in good deeds to restore a balance, Russell Johnson, lead author of the study, said ina statement. Abusive behavior weakens leaders moral credit. To try to compensate for their wrongdoings, they show behavior to make reparations and amends toward abused staff.For employees suffering under domineering managers, this study gives hope that your jerk boss can change. Bosses who engage in moral cleansing are eager to make amends by showing thoughtful consideration to employees and going the extra mile of giving fair feedback and support to them. For some employees, this may not be enough to make up for the hurt.Studies have found that incivility can irreparably break employee-manager relationships. Jerk bosses abflug losing the trust, support, and productivity of employees once they cross the line, and start acting out.This article was first published on June 7, 2018.Why do abusive bosses act nice after being meanOne day your boss is berating you in public, and the next day they are buttering you up. What gives? Their mercurial personality changes now have a name moral cleansing, a theory that Michigan State University researchers named for why jerk bosses change their tune after being abusive.In their study published in The Journal of Applied Psychology, the researchers found that some abusive bosses recognize their immoral bad behavior and use moral cleansing as a way to make up for it.Moral cleansing spurs guilty bad bosses to change for betterSome terrible bosses are always going to be oblivious to their bad habits. But some can be guilted into becoming better humans. The researchers documented the latter case by collecting evaluations from abusive bosses and their employees who bore the brunt of it.Follow Ladders on FlipboardFollow Ladders magazines on Flipboard covering Happiness, Productivity, Job Satisfaction, Neuroscience, and morePerpetrating abusive supervisor behavior led to an increase in experienced guilt and perceived loss of moral credits, which in turn motivated leaders to engage in more constructive leadership behavior, the study states.Turns out, when you know youre acting badly, your soul may squirm, and youll be inspired to do good deeds to make up for it.People often act as though they have a moral ledger or bank account, such that doing good deeds adds credit whereas bad deeds withdraw credit. When there is a shortf all of credits, they are motivated to engage in good deeds to restore a balance, Russell Johnson, lead author of the study, said ina statement. Abusive behavior weakens leaders moral credit. To try to compensate for their wrongdoings, they show behavior to make reparations and amends toward abused staff.For employees suffering under domineering managers, this study gives hope that your jerk boss can change. Bosses who engage in moral cleansing are eager to make amends by showing thoughtful consideration to employees and going the extra mile of giving fair feedback and support to them. For some employees, this may not be enough to make up for the hurt.Studies have found that incivility can irreparably break employee-manager relationships. Jerk bosses start losing the trust, support, and productivity of employees once they cross the line, and start acting out.