Estás contratando a un gerente de ventas. ¿Cómo encontrar al candidato perfecto?

In my experience there is a key factor in what to look for in a sales manager- it goes beyond quotas and numbers; it's about recognizing that each salesperson has a unique behavioral style. The key lies in doing unto others as THEY need, understanding the intricacies of their individual approaches. Tailoring leadership to align with the diverse sales personalities within the team fosters a collaborative and supportive environment. The more insight a sales manager has about their own self is a powerful tool in how to approach, adjust and connect to their team - this leads to stronger coaching and connection to help grow that individual. In the realm of sales, this approach is transformative.

A successful sales leader should possess strong leadership skills, the ability to motivate and guide a diverse team, and a keen understanding of sales strategies and market trends to drive consistent growth. Effective communication, adaptability, and a results-oriented mindset are also crucial attributes to ensure the team meets and exceeds sales targets. Lastly I would add a fierce will to win.

It's essential that they have fully integrated the company's DNA. Like all the members of the company, he or she must proudly carry and develop the company's values, in symbiosis with its members. Exceptional product, exceptional crew.

In my experience the best sales person was always some one who had clarity in thought, researched before coming to the interview and someone who could actually define themselves very clearly to the interview panel

Great question. You need to be introspective on this one. What do YOU want? The answer is obvious from that point! I want short term sales scorched earth for future opportunities. Well hire a self centred individual who gives you short term sales over long term growth. I want my company to be successful like in the book “good to great” well different skills are required obviously this is all about not getting everyone on the bus but getting the right people on the bus to deliver your longer term results with a bit of spice on the sales journey. Reward, offer guidance, and be deliberate in all your actions and communications.

Typically the best sales people are not the best sales managers as the skill set to excel in each role is dramatically different. I also believe your best customers may be able to provide some good leads as they know who the most capable sales managers are who you compete with, likely already have an excellent relationship with whoever they recommend, and know the people who would be interested in looking for a change in their responsibilities.

If you are serious about hiring the best sales manager candidate, then it is imperative to enlist the help of a recruiter niched into your industry or vertical. This isn’t to say that you may not already have the best person in your personal network that you could hire, but most of us don’t. I have seen so many companies make quick hires from competitors only to be going through the same effort less than a year later. Recruiters will be objective and brutally honest with you. It’s a small price to pay for a quality candidate.

Buscar candidatos para uma posição de gestão de vendas é sempre uma tarefa difícil. Por mais que o mercado atraia boas pessoas para grandes posições, é importante avaliar se a pessoa se encaixa com os valores, princípios, e, acima de tudo, os requerimentos exigidos para aquela função naquela companhia (é como se a função estivesse sempre influenciada sob o prisma da cultura de cada empresa). Na conversa, é fundamental explorar os pontos convergentes e divergentes entre o que o candidato espera e pensa a respeito do trabalho, e o que a companhia espera dele.

Hiring managers should not haphazardly identify talent. Poor candidate experience puts a companies brand at risk. -Over prepare. -Ensure high quality candidates do not slip through the organization due to a lack of prep and follow-up (think like a dedicated pro sports franchise vying to secure a top free agent). -Communicate the organization’s excitement about discussing the position with the candidate. -Provide a compelling introduction to the role, clarifying why the candidate is a top selection. -Share experiences related to the candidate's onboarding, fostering authenticity in the dialogue. -Follow up. Candidates disarm, leading to genuine and authentic conversations in the selection process. #HiringandPromotion #HumanResources

Dans toute entreprise, il est primordial de penser a un profil de carrière. Pour éviter les fuites de cerveaux au sein d’une organisation, un recrutement en interne permet de garder le meilleur éléments en son sein.

Totally agree with these comments. Culture eats strategy for lunch every time. Leadership is about followship. A bad leader with little emotional intelligence can ruin the best laid plans or teams.

In the UK a lot of people assume the best sales managers have a bit of “Del Boy” nature to them; are talkers, jokers, etc. Now, some are, and there is nothing wrong with that; you want salespeople, generally, to be outgoing but a far more useful thing to assess sales managers for is how organised they are. The best liked sales manager isn’t the most successful: the most organised is. So when assessing sales managers/account managers/business development managers I look for that rarity which is someone with exceptional people skills but, more importantly, exceptionally well organised.

It is important in this step to ensure you are considering all DEI initiatives in not only assessing candidates but in assembling the interview team. Diversity of thought is also super important in ensuring a diverse team is created.

Whenever it comes to talking to candidates and espacially to Sales People I really want to have an authentic conversation. This is their chance to „sell themselves“ and to give an impression of the character, a bit compareable to first contact to future customers.

Before seeking out for skills and/or qualifications, it is essential to find someone with right mindset to fit the sales position. Successful sales managers nurtures few core qualities in themselves as well as in people around them. They are eager to explore, discover, learn, identify problems, find effective and efficient solutions, share their findings and get constant feedback to improve people, processes and environment.

When hiring a sales manager, ensure their vision aligns with your company's ethos and future direction, then weigh their potential for long-term cultural and strategic fit. A clear communication about roles and expectations sets the stage for mutual success and strong leadership within your sales force. A comprehensive package, balancing compensation with growth opportunities, will attract top talent. Saying that, my suggestion is to offer a package that incentivizes key performance indicators, fostering a culture where success is shared and celebrated (very important), setting a clear trajectory for growth and achievement in their new role. Tons of wonderful profesionals are out there, just invest time to find them!

Ao definir o perfil para a vaga, é importante expor as características do negócio e fazer um paralelo com as características percebidas no candidato à gestão de vendas. Ter clareza na descrição da missão, manual de conduta e objetivos a serem atingidos é muito importante nesse momento pois este candidato deve ter conhecimento profundo dos valores que norteiam a marca com a qual irá caminhar. Nesse momento, existe um critério que é muito bom observar. Um perfil de vendas, fora da curva, precisa demonstrar de alguma forma a sua habilidade de gerir com espírito de “dono do negócio”.

I'm hiring a new leader right now and I'm considering the skills that I need, but also the skills that the team will need in 24 months. Our roles are changing rapidly, and as a result, so are the skills that we need. Considering today's needs, as well as any potential changes, will help you find a better long term fit.

I always recommend to see the candidate three times. First meeting could be via Skype. Prior to hiring I would go to a Restaurant with them to see how they relate to staff there.

One of the most important (and most challenging) things: - To find people who don't care about being an perfect salesperson, but who clearly know the difference between a great salesperson and a excellent sales manager. "A champion salesperson does not always become a good manager" The biggest danger in hiring or promoting a new manager is putting the best professional in the wrong position.

Para integrar o gerente de vendas na empresa de forma eficaz, desenvolva um programa de integração personalizado. Inclua apresentações sobre a cultura da empresa, introduções aos membros da equipe, treinamentos específicos sobre produtos/serviços e processos internos. Estabeleça mentoria com um colega experiente, forneça recursos e informações necessárias, e promova uma comunicação aberta para que o novo gerente se sinta apoiado e envolvido desde o início.

Offering a mentor, infusing in a positive culture and surrounding a new hire with tools and training in the first 4-6 months is key. I think the pace of how it's delivered is important too. Sometimes training is so rushed in an effort to 'mark it off the list' and get a new employee 'off and running' we forget that they are human and learn in different ways and are likely not to absorb alot of content if it's thrown at them all at once (nevermind that it's exhausting while juggling the job itself)! The most fun trainings are the most memorable! Celebrate the WINS each and every time, especially in sales. We like to have fun, and we like to celebrate! Helps keep us motivated (most of us anyway)!

Many Organisations spend huge resources in Acquiring best talent sometimes from their most fierce competitors & yet those same individual fail to deliver: Why? * Lack of Procedures & Policies will fail even the smartest people. * Culture is unique set of guidelines & norms developed over a period of time. Onboarding & orientation of new talent to organisation culture is often the missing link. * Skill set & role fit are important but more important is the adaptability of the talent & the internal systems of the organisation to institionalize such processes. * Training & Development is a continuous process to reinforce those norms & practices which eventually become organisation " culture".

Onboarding a new sales leader externally can be a challenging task. You'll need to set clear expectations and SMART goals, pair them with a mentor to accelerate their ramp time, and allocate time to genuinely get to know their team. Winning the minds and hearts of your team starts on day 1. This statement holds true for both the sales manager and the sales manager's leader.

Continuous training is crucial. It's essential to ensure that both the support team and the manager's own team engage in networking and dedicate time, both in formal and informal meetings, with the new sales manager. This strengthens relationships and facilitates a successful assimilation of the manager into the organization

Sales Managers are people too! Absolutely it’s imperative to invest in your sales management. Mentoring (not micro managing), coaching, educating, motivating, rewarding and setting a clear advancement strategy will ensure their full commitment to you and the company while doing the same with their team.

Die Beziehungsebene steht immer vor der Sachebene. Das heisst es ist darauf zu achten, dass die Beziehungsebene funktioniert um Mitarbeiter auch auf der Sachebene 100% zu erreichen. Nur so ist eine konstruktive und für alle Seiten erfolgreiche Zusammenarbeit möglich. Das gilt nicht nur für den Vertrieb.

Sales Managers need to feel involved in key and strategic decisions by the first line (top management). Thus realizing that they are really important for the future of the company. Sales Managers loose motivation once they get top down inputs without being previously informed, keeping them out from the information and communication main flow. Trust, responsibility and sincere acknowledgement of their value is often more important and more motivating to them than just gaining money.

Establish clear goals and objectives, and provide training and development opportunities. Offer recognition and rewards, and show appreciation for their work and leadership.

Someone who is a people person and focuses on creating long-term relationships based on win-win situations for both clients and sellers. That individual should excel at personalized selling and adopt a customer-centric approach, prioritizing the customized needs of each customer.

Experience is not always a key to success. Taking a chance on an individual who wants to excel and has the drive to succeed can be more of an opportunity than a individual with years of experience, especially those that use their previous order books as an incentive to gain the job.

The most efficient & productive way way to land the very best people (including a sales manager) is to be able to offer them a compensation package that is consistent with the way executive management is paid including significant equity, incentives, bonuses, profit sharing, competitive base salary, and great benefits (including sabbaticals). This way each employee will be completely aligned with the company’s mission and objectives, will add the most value they can to make the company cost efficient, productive & profitable, and will keep the turnover and training costs low because no one will ever want to leave!

The best sales managers have these traits: 1. They love to develop and grow people 2.They build great relationships with each person on their team. 3. They are fair but firm 4. They know how to develop a great working environment that is built on trust and integrity At the end the day they give all credit for the success to the team members.

Prioritize personal qualities like resilience and empathy, look for individuals who can inspire and lead even outside a business context, as these traits often indicate strong innate leadership. Remember, you can teach core sales skills, but the essence of good sales lies in a person's inherent ability to connect, adapt, and understand clients.

Why did they leave their previous position? If your culture breeds the same reason(s), either fix your culture or be prepared to lose this new hire too.