Over the years, I have worked with dozens of sales managers. Unfortunately, I can only count two who possessed a skillset above and beyond that of a typical manager. The terrible managers shared a plethora of common traits — boorish, disengaged, privileged, etc. But the best managers also shared characteristics and habits:
They didn’t perform the salesperson’s job — like filling out paperwork — when it would have been more expedient to do so.
They knew how to play office politics to the benefit of the sales department while supporting company goals.
Although they possessed selling skills, they were not selling managers.
They didn’t use foul language and bully people into submission.
At the very top of the heap, the best managers will remove obstacles to your personal success. This is key. A great sales manager limits nonselling activities like vendor training, administration meetings, sales meetings and irrelevant paperwork. Additionally, a good sales manager keeps your service manager on top of installs, handles accounts receivable issues and works for you when commissions are calculated.
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