Here's how you can cultivate strong leadership skills as a new Sales Manager.

Quando você tem a confiança de sua equipe e vice versa a atmosfera de trabalho se torna mais saudável e propositiva. A equipe se torna mais engajada, mais leal, mais resoluta. O que influencia diretamente nos resultados.

Según mi experiencia la base de un buen liderazgo es la confianza y cercanía con los equipos, entender que los mueve, es crucial y conectar estas motivaciones con los objetivos de la compañía es una llave segura al éxito..

I have always been approachable as a Manager, this breaks the ice with your team members. When they can freely reach you and discuss openly, they will seldom hide things from you. This is called Trust. Build Trust and for sure you will see a positive attitude from your team members. It's a simple concept but as a manager you need to be consistent and real.

The Sales Leader needs to think top down and bottom up. Ensure you understand the Business Plan and develop a top down Sales Plan to support the Business Plan. Then work with the Sales Team members on their Territory Plans (top down - what you need, and bottom up - what they can achieve). It is then your role to reconcile the two approaches. It might mean higher targets or more reps.

1. Defina a meta como parte da jornada do seu colaborador. Para ele chegar no ponto, precisa gera esse resultado; 2. Crie metas realista, sempre buscando mais do que a média que o time pode gerar, isso incentiva a melhora e distancia as pessoas da estagnação; 3. Crie processos claros que facilitem o trabalho das pessoas. Sem direcionamento, até os mais brilhantes tem dificuldade para performar.

I agree, however, there are additional factors. Company decision makers may be unaware of “field realities” or best incentives to support achieving set goals. A customer is finally considering a substantial order. A conversation about the “special” of the week, monthly or even quarter may confuse and slow the decision making process. Focus and take a hit on the monthly goal or respond to the monthly goal and get a new conversation started? There may be activity goals and a sales person is fantastic in person but awful on the phone. Schedule them in front of prospects or speech therapy?

Goals should be clear and quantifiable. The manager and team member must meet to review and settle on the goals. Revisiting the objective and calculating the coverage and gap is an integral part of any review process. Join the team in celebrating when an individual reaches a new milestone or accomplishes a goal. If someone fails to meet a goal, it's best to sit down with them, figure out why they failed, and then offer assistance if they need it.

Cultivar habilidades de liderança como um novo Gerente de Vendas inclui a habilidade de estabelecer metas claras e alcançáveis. Ao trabalhar com sua equipe para dividir metas em etapas acionáveis, você mantém todos focados, motivados e alinhados com os objetivos da empresa. Celebrar marcos ao longo do caminho é crucial para reforçar comportamentos positivos e manter a moral elevada.

Of course you must communicate well but remember that you communicate with more than just words. The most powerful messages you send will be those sent through your behaviour, not your words. People follow what we do far more than what we say. If the two conflict, be aware that they'll follow your behaviour. And they'll think you a hypocrite so won't listen to what you say anyway! This is the most common mistake I see in all management or leadership, not just sales. Model your behaviours to be the example of best practice and you'll need far fewer words and meetings than others.

Effective communication is key in all aspects of sales and team management. Simple and clear communication is always understood. A large amount of jargon and complex terms would be difficult for many people to understand. Effective written communication with members of a team should be clear and straightforward.

Cultivate strong communication skills to convey expectations, provide feedback, and keep the team informed about key initiatives, strategies, and performance metrics. Listen actively to the team's input and concerns, and be open to their ideas and suggestions which makes the end goal easier.

I have little to add to the importance of communication. Having sold to foreign nationals, working with diplomatic personnel, “words matter”, however, understanding is critical. There is a lot more to communication than talking. Reach out to me and I can go into great detail on this. Pay attention, listen “softly” with your whole body, and take the time to fashion important useful questions in a conversational way.

Para cultivar habilidades de liderança como novo Gerente de Vendas, é essencial dominar a arte da comunicação. Transmitir sua visão com clareza, ouvir ativamente a equipe e adaptar sua mensagem para diferentes públicos promove um ambiente colaborativo e valoriza cada membro.

Capacitar a equipe é uma parte crucial da liderança eficaz. Como novo Gerente de Vendas, você pode fazer isso de várias maneiras. Primeiro, invista em treinamento e desenvolvimento. Isso pode incluir workshops, cursos online ou treinamento no local. Segundo, delegue responsabilidades. Isso não apenas alivia sua carga de trabalho, mas também dá à sua equipe a chance de desenvolver novas habilidades. Terceiro, promova um ambiente de trabalho aberto e colaborativo. Encoraje a troca de ideias e a tomada de decisões em equipe. Por fim, reconheça e recompense o bom desempenho. Isso pode aumentar a moral e a motivação da equipe. Lembre-se, uma equipe capacitada é mais provável de ser produtiva e bem-sucedida.

-Delegá responsabilidades que coincidan con las fortalezas de cada miembro. -Brindá herramientas y recursos para que desarrollen sus habilidades. -Creá oportunidades para que tomen la iniciativa en proyectos clave. -Celebrá sus éxitos públicamente para motivarlos y reforzar su confianza. -Ofrecé capacitaciones para su desarrollo continuo. -Establecé objetivos claros y desafiantes, permitiéndoles autonomía en cómo alcanzarlos.

O trabalho fundamental do gestor é desenvolver as pessoas. Pois são elas quem entregam o resultado. Não existe melhor resultado sem melhorar o time. O time fica estagnado (a não ser os extremamente motivados que buscam o próprio desenvolvimento) caso o gestor não assuma essa responsabilidade. Papel do time: vender Papel do gestor: fazer o time vender mais Não com cobrança e sim com desenvolvimento. A cobrança vem quando o time não executa o que foi treinado.

É papel do gerente de vendas ter uma liderança eficaz. E ela começa ao alinhar responsabilidades com as habilidades de cada membro da equipe. Oferecendo ferramentas e recursos necessários, possibilitamos seu desenvolvimento contínuo. Criar oportunidades para que assumam a liderança em projetos importantes promove crescimento e inovação. Reconhecer publicamente suas conquistas motiva e reforça a confiança. Treinamentos contínuos garantem aprimoramento constante. Definir objetivos claros e desafiadores, dando autonomia para decidirem a melhor forma de alcançá-los, promove um senso de responsabilidade e propriedade sobre seu trabalho.

Use a reunião de 1:1 para desenvolver as pessoas e faça as seguintes perguntas 1. O que você fez para ter esse resultado?; 2. O que você acha que precisa para melhorar/manter bons resultados?” 3. O que você vai fazer para alcançar esse o objetivo?; 4. O que você espera de mim é como posso te ajudar a atingir esse objetivo? Primeiro você avalia a percepção do colaborador sobre o próprio resultado. Depois, você avalia a clareza que ele tem sobre o próprio desenvolvimento. Em seguida, você valida se ele tem um plano de ação claro. Por fim, você apoio e ajuda ele no desenvolvimento.

Leading by example as a new Sales Manager is all about embodying the traits and behaviors you want to see in your team. Show your dedication by consistently hitting your own sales targets and demonstrating effective communication with clients. Be proactive in seeking out opportunities and handling challenges head-on, inspiring your team to do the same. Foster a culture of collaboration and continuous improvement by openly sharing your knowledge and skills. Most importantly, prioritize integrity and honesty in all your dealings, earning the trust and respect of both your team and your clients. By leading by example, you'll not only set the standard for excellence but also motivate and empower your team to reach their fullest potential.

Don't go into sales management to get out of sales! It's a big mistake to think a sales leader is there just to manage a team. Learning the essential skills to manage is important; however, staying close to the frontline of sales is essential. That can look different and vary massively in different businesses/roles; it may involve handling key accounts/partnerships. But regardless, you gain respect as a leader if you're doing while directing, not one or the other.

As a new Sales Manager, one of the most effective ways to cultivate strong leadership skills is by leading by example. Your team will look to you for guidance and inspiration, so demonstrating the behaviors and work ethic you expect from them sets a powerful precedent. Whether it's hitting sales targets, maintaining professionalism, or fostering teamwork, showing your team how it's done will not only earn their respect but also motivate them to strive for excellence.

You do not need to be the perfect or best sales manager, because you are the leader, but you have to stick to what you preach. I know it is not easy but it also prevents errors.

Hopefully the team will mirror. Providing example also has the manager get experience with the nuances of a program or course of activities. Reality in sales management is critical. If you can’t make it work, why should a person with less experience and authority imagine this would work for them?

A quarterly team offsite is an ideal environment to dedicate more time to learning. Making it a group learning expierience is even better. Get SMEs on your team to talk about their learnings and hacks during the offsite. If in Sales it could be Outbounding, Sequences & Messaging or Cold Calling Talk Tracks that drives new meaningful prospecting conversations. Foster a culture of accountability and innovation by allowing the team to have time and space for new ideas. Which in return creates energy, deeper connections and more fun in the work place.

La adaptabilidad y el aprendizaje continuo son claves para que un nuevo Gerente de Ventas desarrolle sólidas habilidades de liderazgo. La adaptabilidad es fundamental en este ambiente comercial, ya que hay que estar actualizado con las tendencias de la industria, ser flexible y receptivo a los cambios, además de fomentar una cultura de innovación dentro del equipo. Por otro lado, es importante adoptar una mentalidad de crecimiento, inscribirse en cursos y talleres de capacitación, buscar mentores y modelos a seguir, leer libros y artículos sobre liderazgo, entre otros. El desarrollo del liderazgo es un proceso continuo, y que la adaptabilidad y el aprendizaje continuo son pilares fundamentales para alcanzar el éxito en este rol.

The best way to cultivate strong leadership skills as a new sales manager is continually invest in your own education and be coached by those who have achieved what you want to. Get a credible mentor who has "walked a mile in your shoes." Make sure they know your sector. As a news sales manager - especially if you had been part of the team you now manage - will require a new set of skills AND boundaries. As Marshall Goldsmith said: "What got you here won't get you here." Titles are earnt, not entitled and your own behaviour is what you will be rated on most. You will be continually scrutinised and appraised when you are appraising. Remember this. “Leadership is not an experience, leadership is a constant education.” Elizabeth Manusco

Tenha humildade para escutar e aprender com o seu time continuamente. Muitas das soluções para os problemas são encontradas através da experiência diária na linha de frente. Adote um perfil mão na massa, mapeando os problemas e construindo em conjunto as soluções.

Para hacerse responsable con éxito de un Equipo de Ventas, 10 RECOMENDACIONES: -Aprovecha tu EXPERIENCIA PREVIA y tus conocimientos de un Equipo de Venta -Establece una CONVERSACIÓN ABIERTA y honesta con cada miembro del Equipo -No intentes CAMBIAR TU RELACIÓN de manera brusca -Utiliza un ESTILO DE LIDERAZGO situacional -No te conviertas en un RATÓN DE BLIBLIOTECA encerrado en tu despacho -Implanta sistemas continuos de FORMACIÓN Y ENTRENAMIENTO, individual y colectiva y ratios de mejora -Fomenta el trabajo y COLABORACIÓN EN EQUIPO -Establece premios, primas, bonus y RECONOCIMIENTO contribuyen y mejoran -Coordina los objetivosALINEANDOLOS CON LOS OBJETIVOS DEL CLIENTE -Cuídate física y emocionalmente DA TU MEJOR VESRIÓN DE TI MISMO

Once you step into the sales manager's role continue to imagine yourself as a PLAYER who now has an additional role of a COACH. Warning : Don't detach yourself from 'Mainstream Sales Effort' or the 'Market'. Keep bringing in that odd sale / new customer directly. Inclusiveness of the team, fairness in target setting, leveraging diverse personalities will go a long way towards your impact on the team and the business. Let positive competition & achieving results be the yardsticks of productivity & likeability. Watch the underperformers and 'enable' them as much as you could. Help them do their jobs but don't fall in the trap of doing their jobs. At the end, never forget to collectively celebrate achievements and recognize the superstars !!

You have to understand the desires and needs for support from each individual rep. A timely example relates to a company I left a month ago and another person who started at the same time that just left. The second person was clearly disappointed with the support of the regional manager. In my case I am very experienced so I relied on the regional manager more as a resource for internal needs and understanding of the company related to things like on-boarding or on-going client support, not so much the sales process. The other rep, less experienced, felt he needed more on-going support from the manager to better refine his sales approach and process. With other new people added to staff after us, he felt he got left behind.