Frontline sales managers have a greater impact on sales execution, sales productivity, and sales transformation than any other role. What makes their role so demanding and complex is the continuous challenge to balance between three often competing areas; customer, business, and people. Having been the best salesperson does not qualify an individual to be a stand-up top frontline sales manager. Poorly developed frontline sales managers drive top performers out of the organisation and promote mediocre performance from those who remain. This is an untenable situation for any sales leader with ambitious performance goals.
World-class sales organisations understand that frontline sales managers are not born. They develop their frontline sales managers with an integrated programme that allows them to grow in the role of a leader, a coach, and a business manager. They know it`s not about adding costs to the bottom line, but adding growth and effectiveness to the top line. They understand that the cost of doing nothing is much greater.
In my keynote seminar “Frontline Sales Manager’s Dilemma – Coach, Leader and Business Manager” on May 13th, I will share our latest research on frontline sales management and what to do with it. I will discuss what triangles have to do with frontline sales managers and their individual effectiveness. And we will discuss why frontline sales managers should benefit from applying a specific mantra that helps them to focus on what really matters in their role.
In addition, I will lead a workshop session called “Mastering the Frontline Sales Managers dilemma: with a triangle, a sharpened focus, and a capability framework”; two times on May 13th and two times on May 14th as part of our MHI Global Sales Performance Masterclass. During this session, I will discuss the latest research on frontline sales managers from the MHI Research Institute. Building on these data points, we will discuss the frontline sales manager triangle and how to use it to balance better various priorities with simple principles. The triangle is about shifting complexity from the unconscious mind to the conscious mind to driving the frontline sales managers’ decision-making quality and their individual effectiveness. Sharpening the FSMs` focus on those activities and behaviours that really matter is the second concept that we will share and discuss how to apply it. Last but not least, we will discuss how a capability framework can enable you to reviewing, adjusting, and designing your own frontline sales manager development programmes.
I’m looking forward to seeing you next week at the Sales Innovation Expo in London!
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