You’ve reached the top of your career. You’re a sales manager now, and you have the responsibility to lead not just yourself but an entire team. MEDDIC is here to help make this transition as seamless as possible with our new guide for success: “The Transition from Sales Rep to Manager.” Meddic understands that when you think about all of the things that come along with this promotion – like increased pressure and expectations – it can be challenging to know where to start.
Sales cycles, targets, and client problems all batter down the door at once as a sales manager in addition to attempting to establish personal authority as a leader. It comes then. You are required to conduct a deal review/sales review/funnel review with your staff members.
You’re both aware of how you’ve previously conducted yourself, how you’ve evaluated your opportunities, and yet you find yourself in an unfamiliar position with the new Team: asking similar questions. The problem arises here.
Suppose you didn’t acquire it from a sales leader who was particularly strong in the sales process. In that case, you might not be able to explain how or why opportunity identification can be made without showing either as a micromanager who doesn’t trust their people or as an inflexible new manager that ‘picking’ on members of her staff.
As sales leaders, we must identify (and, by extension, assess) potential opportunities. However, how can we approach them so that our people may ‘win first and then go to war’?
Consider the following ideas that I have utilized in many of my transitions and shared with numerous new managers:
1. Choose a strategy that you are comfortable with. In some cases, businesses use a specific method such as MEDDIC, TAS, Consultative Selling, SPIN Selling, QBS, or Sandler – if this is the case, be sure you’re prepared to lead the discussion down the right road. In other firms, using a deal review, sales reviews, or funnel review is the norm. Medic recognizes that this may be a trait you’ve picked up through many years of personal experience and therefore uses these ideas to build upon in your transition process.
Wherever Medic fits into your own company’s strategy – make sure you’re ready to lead with it!
2. Share the process and goals with your entire Team. Make sure that everyone on the Team understands why performing a thorough search for potential opportunities is so critical to you, as well as to them. Connecting following a set route with greater earnings (and bonuses) for the salesperson is vital.
3. Start scheduling one-on-one meetings. In these sessions, concentrate on the Opportunity and the Client. Not on the salesperson. This may set a negative example for how you interact with your Team in the future if you don’t do this during an opportunity review. You will have time for more formal coaching/review meetings in the future. Concentrate on the sale.
The salesperson should be able to present their ideas and express why they think this opportunity is essential for them to – but don’t let these sessions turn into a ‘selling session’ where your reps are attempting to list all of the reasons you should sign a deal or how much money Meddic can make.
Sales reps are often the backbone of any organization, but they don’t always have the skillset to excel in a managerial role. To transition successfully from sales rep to manager, your employees must understand and execute on these five fundamental principles. Have you checked out our guide? Give us feedback if you want more information about our services!