Making the Pivot from Selling to Sales Management
Here is an all too familiar story: A sales organization that needs to fill an open position for a frontline sales manager promotes its brightest, best performing sales professional into the position. Unfortunately, after three to six months, it becomes apparent that the sales rep isn’t able to achieve the expected performance from the team. To make matters worse, the team has lost its best hunter, because this person is now spending her time trying to motivate, lead, recruit, manage, and coach the team. The new sales manager’s days are numbered if she isn’t able to quickly improve performance, and in the meantime, the organization struggles to hit its numbers.
