Never Forget

A Manager Should Never Forget 

 One small change creates amazing benefits.

Never forget how powerful your words are.

          Be blamed for playing favorites.

Find the core motivation for each of your team, as well as for yourself.    

     Did you have any real training to become a manager?

We all—or at least most of us—were given our positions because we were good at selling and letting our managers know it, or we were slaves to them.

How often did you agree with your manager only to do what you thought was right anyway (the opposite of what they said to do)?

You hold the keys to creating a great sales staff.

What makes a great salesperson?

overwhelming knowledge about your product a key to a great sales person?

What are you doing to help them achieve these?

Have daily private one-on-one conversations with each member of your staff. We all say we are doing it, but we are not.

 There are two things that every great salesperson wants more than sex and money: praise and recognition.

Salespeople are your most valuable asset.

Make a chart that includes all the traits of a great salesperson. Think outside the box. When interviewing, rate the person in each category from 1–10. Do this with your current staff; it may surprise you.

We all know what to do; do it.

Throw off the yoke of preconceived notions.

We see things regarding what we know.

We see things regarding our personal perceptions.

We manage the way we were managed.

We do not know how to truly motivate our personnel when they are not performing.

All salespeople have the same training. Why do they not perform the same?

Process training, tracking, product knowledge, etc. are all important. But they are not the most important.

We are reactionary.

What does attitude mean? It is the pure science behind selling.

Our current training focus is misplaced at best.

Keep your staff from discussing the things they have no control over.

Create a training calendar that is fluid. Spend an inordinate amount of time on attitude, perception, focus, and belief.

This is not feel-good, kumbaya training. Do not fool yourself. It is vital.

What are the key traits of great managers?

Your attitude is more important than facts.

If you force your system on salespeople without their buy-in, they will go through the motions with no commitment.

We do not like change; it makes us uncomfortable.

We do not like to have crucial conversations.

We do not like confrontation; when it occurs, it spirals out of control.

The bandwagon effect or herd mentality will make you seem like a genius.

Give your team an identity; we all want to belong.

Do not allow senseless complaining.

Is the traditional salesperson dead? How much work is sales the traditional way?

Stay consistent. If it works, it works.

We do not see things as they are; we see them as we are.

First impressions matter; they are hard to change.

Do it with love; it is a four-letter word.

Do you need to be the expert?

Most good salespeople are better at it than we were.

We did not always do it right.

Never forget your roots or how difficult a role salespeople have.

Listen, listen, listen.

Admit your mistakes. The person who is interested in success has to view mistakes as a healthy and inevitable part of the process of getting to the top. If you are not progressing, always look to see if it is a mistake you are making. Telling others about your mistakes and admitting to them frees them to quit worrying about whether you know or don’t. It uplifts you in their eyes.

Ask your team, “What are we missing?”

The Tartar Tribes of Central Asia had a curse they would use on their enemies: “May you stay in one place forever.” Have a personal growth plan.

Invest in yourself, be a continual learner, and create a growth environment for all of your team.

You cannot lead people if you need people.

People quit people, not companies. Sixty-five percent of the people who leave because of a manager.

When a salesperson has a problem with almost everyone, he or she is usually the problem.

Make sure a hammer is not the only tool in your box.

Management is as much relational as it is positional. Knocking down others to keep yourself on top is too much work and too stressful.

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