| Now that you're a sales manager, you probably will | | | | members won't be able to perform well orb) you feel |
| begin to see things differently. Your new position | | | | you can do the tasks better will overburden you. |
| affords you a good amount of power, authority, | | | | As a result, you will become less productive in your |
| stimulation and challenge. Not only that, it is also a | | | | own job. |
| chance for you to make positive contributions to | | | | Works with your team as a leader but learn to hand |
| your company and make your mark as a leader in | | | | over tasks to team members who are best qualified |
| the new business economy. | | | | for them. Showing your team that you trust them |
| I wish I could tell you to do exactly this or that and | | | | enough and value their contributions will encourage |
| everything would be perfect. Unfortunately managing | | | | them to make the best of the opportunity you give |
| people is all about working with human beings with all | | | | them. |
| their wonderful differences. | | | | 4. Empowering your team |
| There are certain things you must learn today to help | | | | Another important aspect of managing that every |
| you create your winning career and a high performing | | | | manager should know is employee empowerment. |
| team that goes along with it. Here are 7 things every | | | | Sure, you can put up a sign that says, 'the buck |
| new sales manager, including you, could bear in mind: | | | | stops here' but really, do you truly want to keep all |
| 1. Being part of the management team | | | | the decision making for yourself? You're more likely |
| This is something that many first-time managers | | | | to build a strong, confident team that can perform |
| forget. As a result, they still cling to their 'old' life as | | | | exceptionally well if you give team members enough |
| staff or team members. This cramps their ability to | | | | decision making authority to work independently. |
| manage well because they tend to be more hesitant, | | | | Employees like to be trusted and given the chance to |
| worrying whether their former peers and buddies will | | | | prove themselves. As a result, they have more room |
| accept their leadership. | | | | to rise to the challenge. |
| Avoid these common traps yourself. As a new | | | | 5. Providing feedback |
| manager, you should know that along with your new | | | | Positive or negative, it's your job as a manager to |
| position and title, you also have a new set of | | | | ensure that your team members are updated about |
| responsibilities. These responsibilities now reflect your | | | | their progress. Don't encourage your team members |
| new designation as a manager and might probably no | | | | to second-guess your reaction or opinion about their |
| longer include many aspects of your old job. Let go. | | | | performance. Schedule constructive feedback |
| You're a manager and should work like one. If you | | | | immediately after the completion of a project or task |
| don't you will turn yourself inside out attempting to | | | | and perform regular one-on-one sessions with your |
| do everything and keep control. | | | | team members. |
| 2. Being clear about your departments goals | | | | 6. Being fair |
| As a sales manager, you should know that setting | | | | Bring balance to your judgments as a manager. Avoid |
| goals is an important aspect of your job. Without | | | | playing favourites. If you play fair, your team |
| goals and objectives, your department and certainly | | | | members are more likely to trust your opinions, |
| your company, will have no direction to follow. As a | | | | regardless of how effusive and encouraging or harsh |
| result, you get lost, make decisions with no | | | | they can be. |
| foundations and end up with costly mistakes. | | | | Discourage team members' attempts at making |
| Learn to look at the bigger picture. Find out how | | | | 'backdoor' reports. These are often thinly-veiled |
| your department can contribute to your company. | | | | gossips and personal opinions designed to sway your |
| Next, set your goals both for the short term and the | | | | decisions. Often based on judgements rather than |
| long term. Discuss them with your team. Involve and | | | | facts If you allow these activities, you encourage |
| include your team in what you want the team to | | | | discontent to grow among your team. Be consistent. |
| achieve. That way you will get buy in. Everyone then | | | | 7. Leading by example |
| has an idea of what is expected and then they can | | | | Enough talking. Every manager should know that |
| go to work on how they can achieve it. | | | | employees place a high premium on sales managers |
| 3. Delegating | | | | who can actually put into action whatever it is they |
| Delegating is one of the things you must know and | | | | talk about. If you want your team to come on time, |
| do as a manager. Yes even as a new manager | | | | meet deadlines, behave in a professional manner and |
| Hogging too many of the jobs and keeping the tasks | | | | work hard, show them that you, too, can walk the |
| to yourself because:a) you're afraid your team | | | | walk. |
