Are you scratching your head? What’s the difference, and is it important?
Having spent most of my career as a VP of Sales at Oracle, I’ve had first hand experience of both good and bad Sales Managers and Leaders. Let’s take a somewhat tongue in cheek look at what that looks like.
Good Sales Management:
Imagine a well-oiled machine where the sales team hits their targets with precision. It's like watching synchronised swimming, except instead of graceful movements in water, it's synchronised deals, closing as forecast. Everyone knows their role, the processes are smooth, and the boss is like the team coach, keeping everything in perfect harmony. Whilst there are almost always surprises along the way, these are kept to a minimum and forecasts are hit.
Bad Sales Management:
Now picture a circus without a ringmaster. Deals are flying everywhere like untrained acrobats, some crashing spectacularly while others barely make it off the ground. The perfect highwire walks are more like distant mirages, always out of reach. It's chaos backstage, and the only thing consistent is the feeling of being lost in a maze without a map. Surprises are the norm and forecasts are only occasionally met.
Good Sales Leadership:
Think of a charismatic captain steering a huge fishing boat through the stormy Atlantic. The captain inspires the crew with a vision of success, perhaps a hold stuffed full with valuable Cod. They're like the motivational speaker you'd actually want to listen to, rallying the crew with passion and purpose. It's not just about hitting targets; it's about sailing into the sunset of success while sipping metaphorical cocktails.
Bad Sales Leadership:
Now imagine a group of adventurous wildlife tourists, being led through the rainforest by a clueless tour guide with an outdated map and a broken compass. The guide’s vision is as clear as mud, and their attempts at motivation fall flatter than a deflated balloon. Instead of charting a course to spot the elusive fauna, they're more likely to lead the group in circles, chasing after false trails and wandering into swamps.
Recognise any of these? I certainly do!
In essence, good Sales Management keeps the sales engine running smoothly, while good Sales Leadership provides the compass and the motivation to steer the team toward success.
Here's some characteristics of what good looks like:
Sales Management:
Focuses on day-to-day operations, including overseeing sales processes, setting targets, managing pipelines, and analysing sales data.
Skilled at sales forecasting, performance tracking, and ensuring that sales reps meet their quotas.
Requires proficiency in metrics analysis, resource allocation, and team coordination to optimise sales performance.
Typically involves more tactical and administrative responsibilities, ensuring the team operates efficiently to achieve its goals.
Sales Leadership:
Encompasses a broader, strategic perspective, guiding the overall direction of the sales team and aligning it with organisational objectives.
Involves setting the vision, inspiring and motivating team members, and fostering a culture of collaboration and innovation.
Requires strong communication and interpersonal skills to effectively communicate the vision, coach team members, and build relationships with clients.
Often involves decision-making regarding market expansion, product positioning, and long-term growth strategies.
Goes beyond day-to-day operations to focus on driving innovation, fostering talent development, and adapting to market dynamics.
While Sales Management focuses on the operational aspects of running a sales team efficiently, Sales Leadership concentrates on shaping the team's culture, vision, and strategy to achieve sustainable growth and success.
One more thing. In the same way that not all elite footballers make great Managers, neither do super successful sales people. Don’t automatically assume that your top Rep will make a high performing Manager or Leader. In fact, the opposite is often the case. Many successful Reps are highly focused on their own target and pipeline, doing everything they can to ensure they succeed. I’ve seen many examples of top Reps failing in Management because they can’t adjust to being responsible for a team and juggling the nuances of individual personalities.
The same is true for good Sales Managers; they don’t always make great Leaders, albeit to a lesser extent.
If this article piques your interest, let me know and we can discuss it further.
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