Here's how you can use feedback to develop sales managers.

Developing sales managers using feedback involves using established culture of continuous feedback, provide specific and constructive feedback. Also, offer regular coaching and mentorship sessions, encourage self-assessment and reflection, set clear performance goals, and recognize and reward improvements and achievements.

I agree. Also in my experience, confidential surveys are highly effective. They provide a platform for identifying and highlighting issues in the best way possible. Additionally, it is crucial to include open-ended questions in these surveys.

Feedback is key! Make it easy for everyone to share their thoughts by creating a comfortable space for open communication. Encourage teammates, bosses, and even other managers to give honest feedback about the sales manager's work, leadership, communication, and decision-making. Use surveys, meetings, and performance reviews to gather this feedback from different people. By actively listening to what others have to say, you'll get valuable insights to help the sales manager grow.

Using feedback to develop sales managers involves gathering constructive feedback from multiple sources such as performance reviews, customer feedback, and peer evaluations, identifying areas for improvement and growth opportunities, providing targeted training, coaching, and mentorship, setting clear development goals, and regularly reviewing progress and adjusting strategies to foster continuous improvement and success.

The perspectives offered here are excellent and I would just add that sales team feedback must be gathered on a regular basis. On top of monitoring regular KPI data from your sales systems, gathering 360 feedback from internal and external sources as often as possible and reviewing that data is critical to mentoring and growing your team. Waiting for an annual or bi-annual review to provide constructive feedback is waiting too long.

After getting feedback, sales managers need to think about it carefully. This means looking closely at what people said, finding repeated ideas, what they did well, what they can improve on, and why people felt a certain way. Encourage them to be open to what they hear and be willing to learn and get better. Ask questions to make them think for themselves, like "What things keep coming up in the feedback?" "What are they already good at that they can do even better?" and "What needs the most work?" By thinking deeply about the feedback, sales managers can learn a lot about themselves and how to improve.

In my experience, it is most important to look for common themes or trends in the feedback that is gathered. When sending a feedback questionnaire to both external customers and internal stakeholders, ensure the types of feedback requested are consistent allowing you to gauge themes and trends that can be discussed and acted upon.

Make a clear plan to get better. The plan should have specific goals and ways to reach them. Work with sales managers to set realistic targets that they can reach, considering their strengths and areas for improvement. Break big goals down into smaller, easier steps and figure out which ones to do first. Make sales managers feel responsible for their own development plans and take charge of making them happen. Be there to help them along the way with any resources, support, or advice they need to succeed.

After the sales team's improvement plan is ready, it's time to put it into action! This might mean learning new things, trying different sales techniques, or changing how they do things based on what customers said. Sales managers should be excited about these changes and help their team follow the plans they made. Offer training sessions, workshops, and even pair up experienced salespeople with newer ones to help them learn new skills. The most important thing is to always be looking for ways to get better, and it's okay to try new things and learn from mistakes. Sales managers should keep an eye on how things are going and give their team feedback and help along the way.

Implementing changes must involve a plan that has been developed with measurable results. Goals and efforts can be broken down into manageable daily/weekly/monthly tasks to reach a predetermined outcome. Plan, then act, then measure, then correct.

Keeping track of how things are going is important to make sure salespeople are on the right path and achieving their goals. Regularly check in with sales managers to see how they're doing compared to what they set out to do. Use things that can be measured, like sales goals, customer happiness, and how well their team is working together, to see how they're progressing. Have regular meetings to talk about their performance, give them feedback, celebrate their wins, and figure out where they can improve. Encourage sales managers to ask their team and colleagues for their input on how they're doing. If the goals or priorities change, be flexible and adjust the development plan accordingly.

Não retruque o feedback, considere como um presente e uma oportunidade valiosa para o seu desenvolvimento. Estimule a cultura de feedback entre o time, trabalhe para desenvolver os pontos de melhoria e dê visibilidade da evolução para a equipe.

Encourage Self-Reflection: Encourage sales managers to reflect on their own performance and seek feedback from their team members, peers, and supervisors. Foster a culture of self-awareness and continuous improvement where feedback is welcomed and valued. Offer Coaching and Mentorship: Provide coaching and mentorship to sales managers to support their development. Offer guidance, advice, and support based on your own experience and expertise, and connect them with mentors or peer coaches for additional support. Set Development Goals: Collaboratively set development goals with sales managers based on their individual strengths.