Sales Manager'S Management Taboo

It is more difficult to manage people and to manage themselves. As a sales manager, should we check our problems in our daily work?

In practical work, I noticed some taboo taboos used by some sales managers in their daily management work. These taboos often happen unconsciously. If we do not pay attention to and correct them, we will inevitably lose control of management.

In this paper, I will extract some "classic" management taboos to remind colleagues in the industry.

I am a member of the XX team - the problem of team building. This is an indication from a manager in many public or private occasions.

The idea is to let everyone know that he is recruited and cultivated by senior leaders of the headquarters, and there can be enough background protection for daily work.

Such a blatant "gangster" behavior is extremely easy to attract everyone's resentment.

As a marketing branch, because of "far away from the river" and relatively lonely, so every day we advocate the spirit of teamwork in order to "embrace the whole world".

As the old saying goes, "we must correct ourselves before we repair ourselves."

If the sales manager's gang intentions are very obvious, it will be difficult for them to unite closely.

Besides, the head office is not just a senior leader, but once it is pmitted to other senior leaders, it will bring great passivity to its work.

Two: please give me a face -- employee relationship problem. At a business meeting, a manager often says this to win everyone's support.

In fact, normal work arrangement is a necessary part of daily management, not everyone's "face saving" problem.

If the task allocation rigidity is linked to the "face problem", then the original "public to public" work arrangement will evolve into "private versus private" personal relationship.

If you have a good relationship and give you this kind of face, everything will be all right; once someone else does not give you this face, then you want to put the problem back on the table, which will cost more than it did before.

According to the author's understanding, many sales managers are consciously or unconsciously maintaining their personal relationship with their subordinates. They do not know that the "maintenance costs" of these personal relationships are quite high in daily work, and the effect is very fragile.

An excellent team is an organic combination of interests.

Accurate grasp of the interests of all ties, can shine invincible team spirit.

If fantasies maintain this team through personal relationships, the result will only be the sales manager's exhaustion.

Three: well done. After the end of the season, I promoted you to be the assistant manager, the incentive problem. This is what many sales managers encourage their subordinates.

Today, with the pressure of sales increasing, the sales manager is very anxious when he reaches the peak season, because the key to the whole sales year is the performance of the peak season.

If you want to give the company a satisfactory answer, the sales manager will call on you to work together, and at the same time, you will be able to give special encouragement to individual employees.

With this kind of motivation, there will always be some "materialized, unspeakable" materialized things. In fact, this is just the other extreme of the incentive mode.

It should be noted that many sales managers are prone to make "empty promises" when making promises to their subordinates.

For example, when everyone worked through the selling season, the manager forgot most of the promises that we worked hard for 100 days, and then we went out after the peak season.

What's more, some managers, after receiving Commission and bonus, have only sent a small portion to everyone, leaving a big head.

Facts have proved that the uncollectivability of incentives and unfair distribution of rewards can easily lead to "collective rebellion" of subordinates. By that time, the position of sales managers will be at stake.

Four: do not do well, I will put you all off - the question of anxiety.

His intention is to enhance everyone's sense of hardship, but the effect is not good.

The response of these new salesmen is: "every day he knows to frighten us, to say that we are going to drive away without thinking of how to help us make progress."

From a management point of view, the manager's remarks above are typical "destructive criticisms", though their intention may be a good warning, but it is not wise.

Because of the feeling of helplessness, the deep sense of anxiety in the inner part of the subordinates often affects the performance.

A truly excellent sales manager should be right to help subordinates (especially new recruits) to fully study the market, formulate reasonable sales targets and proper completion steps, so that subordinates understand the difficulty and feasibility of completing this task, and establish confidence in "sprint to achieve their goals".

Five: * x is our business backbone. No one is allowed to mess with him.

* * is the backbone of the branch business, with more than 60% sales share in the branch.

Every company has one or several business backbone. In dealing with the employee's contribution to the company's performance, the sales manager should achieve "one bowl of water level", otherwise, it will easily hurt the feelings of other employees.

The improvement of the company's performance is inseparable from the common struggle of all of us. It is not a single or a few business backbone that can be accomplished overnight.

If other employees work with complaining, the effect of sales performance can be imagined.

Each company's sales area will have "fertile" and "barren" points, sales managers can according to various sales "reference index" to carry out the reasonable allocation of sales tasks, according to the sales task to implement the quota of resources, but one thing can not be ignored: everyone is equal in personality.

Six: wait a few minutes -- manage prestige problems. In order to let everyone wait for a few latecomers, almost every manager at a business meeting or plenary meeting has to say this.

The convening of its internal meetings is often delayed by the time and most people wait for a few people. During the meeting, a few people ignored the discipline of the conference and went out without authorization.

Whether a sales manager can establish managerial prestige can be seen from its punctuality when holding internal meetings.

The "tolerance" of a few employees who violate discipline behavior will eventually make managers discredited and unable to convince the public.

You should not be close to him: the problem of internal solidarity is seven.

We know that the key to a company's external explosive force lies in the resultant force. When the company is addicted to internal friction, its resultant force is the smallest.

The decline of a company must start from internal friction, and once it gets to the point where it is hard to get back, it will be very difficult to regroup.

Eight: these people do not have a good thing - talent advantage mobilization problems, when the company's performance is declining and falling apart, a manager complaining about it.

In fact, everyone has their own merits and demerits.

A good sales manager should be good at finding the advantages of his employees. First of all, we should "strengthen strengths and circumvent weaknesses", so as to "learn from each other's strengths and weaknesses" and ultimately achieve the goal of "making the best use of talents".

When a sales manager finds that his employees are not enthusiastic about their work, the first thing to think about is how they should do it, how to find out the advantages of everyone, and deploy them well and mobilize them.