When should a sales manager learn to put on duct tape?
September 1, 2004

Let's face it. Most sales managers were probably pretty decent salespeople. With some rare exceptions, most sales managers put up some great numbers while "in the field." As a result, their companies recognized their talent, and promoted them into positions of leadership. Ideally, the newly appointed sales manager would spread his wealth of knowledge and skill upon the flock, and everyone on the sales team would prosper and live happily ever after.

I am being somewhat sarcastic. No kidding, right? Typically, it is very difficult for high performing, somewhat egocentric, goal oriented "drivers" to suddenly become patient teachers and coaches. This is especially true when many of the sales team he inherited are not performing at optimum levels, or worse, when the sales manager is forced to hire and actually spend time training his new sales representatives. It requires patience, with a long view, which is not easy for results oriented personalities.

So, how does the sales manager adapt his ego to the job of "managing" sales people, as opposed to managing his own sales? By my count, there are at least 100 titles on the local bookstore's bookshelves that will answer this question for you. One idea that I have relates to a commonly used product used in packaging. Duct tape. It has thousands of uses. One of them is great for taping mouths shut. Specifically, at least figuratively speaking, my thoughts revolve around determining when the sales manager uses it to tape his mouth shut.

First, no salesperson wants to lose the sale, right? Logically, the star salesperson, now sales manager experienced dozens of situations when he saved the sale. What does this sales manager do when his sales representative, with whom he is making a joint call, misses a buying signal, forgets to ask the most obvious question, steps on the customer's comments just when he was about to tell the rep the key to getting the business, or makes one of myriad mistakes that sales reps typically make?

Second, no salesperson wants to seem to not be in control, right? OK, there are times when we may admit that we don't know something, but the idea is to never panic. Great salespeople don't sweat. Suddenly, the sales manager is in the frightening capacity of really knowing more than his sales rep, particularly the newer hires that aren't producing enough business yet to be too independent. This is major duct tape time.

In both cases, I think that the really good sales manager knows when it is time to put duct tape on his mouth, not the sales representative's mouth. I realize this is subject to much debate, however in the first example I think that sales managers need to contain their need to take control of selling situations when they are there to support the salesperson with his customer, particularly when present in a supportive, coaching role. Per haps the rep may lose the sale, but is the goal of working collaboratively to do the rep's job for him, or to enable him to recognize situations, learn from experience, and apply this learning to countless sales situations throughout his career? Hopefully, this question is rhetorical.

In the second example, it is tempting to "tell" the salesperson what they should be doing. This is especially tempting when the rep is new, and when the greenhorn is struggling for an answer that seems so obvious to the sales manager. An example that comes to mind is when a rep is determining the kind of customer he should be calling on. To the sales manager, the answer is probably obvious. Call on high potential customers who appreciate and will pay, according to terms, for the value added products and services that the company provides the target marketplace. In this example, telling the rep who to call on, before he arrives at his own conclusions, is a mistake. The sales manager should enable his salespeople to understand what constitutes his firm's target customer, and help them to evaluate their return on time based upon clearly defined parameters.

Scoffing at the salesperson for calling on the "wrong" prospect only serves to humiliate and anger the rep, and may be a signal that the sales manager never took the time, in the training process, to define clearly what he expects. Letting the salesperson tell you what he thinks, even if you don't like the answer, Mr. or Ms. Sales Manager, will help you see the potential gaps in your training and education program. Telling the rep what you think before getting his input will not provide you the information you need, and will likely make him less willing to share information as openly as you would like.

Duct tape, Jeff? Is it really a sales manager's tool? Figuratively speaking, I believe it is. Remember the "80/20" rule? If you are truly doing your job, you need to listen 80% of the time. This goes for sales managers in relation to their salespeople. Dominating the rep by telling all, and doing the job for them, will ultimately undermine their growth, and ultimately make your sales team dependent on you to make all their decisions for them. Where would you rather be spending your time? Get some duct tape, and know when to use it!