From Sales Rep to Sales Manager: Your 90 Days Sales Management Guide

It is not uncommon for sales representatives to be promoted to managerial positions. However, transitioning from an individual contributor to a sales manager often comes with unique challenges that can be difficult to overcome.

As a new sales manager, it is important to recognise that the skills and traits that made you successful as a sales representative may not necessarily translate into success as a sales manager. You will need to develop new skills in sales leadership, sales coaching, and mentoring and learn how to effectively motivate and manage a team of sales representatives with different styles and personalities.

In addition to these challenges, new sales managers are often faced with the daunting task of meeting aggressive sales targets while also dealing with the day-to-day responsibilities of managing a team. This can include everything from conducting performance reviews and setting goals to managing conflicts and handling customer complaints.

To navigate these challenges effectively, it is crucial for new sales managers to seek guidance and support from experienced sales leaders such as heads of sales and VPs of sales. This can include attending training programs, participating in mentorship programs, and seeking opportunities to network with other sales managers.

Ultimately, becoming a successful sales manager requires a combination of hard work, dedication, and a willingness to learn and adapt to new challenges. 

In this blog, I provide advice and guidance to new sales managers in an effort to increase their chances of success and achieve their goals in the dynamic world of sales.

Three Things To Consider Before Becoming A Sales Manager

Let's be honest; at some point, we have all encountered someone in a leadership position and realised that this person doesn't have what it takes; well, the same goes for sales managers.  

I do not advocate just hiring someone we like or someone with a good track record in sales because I've seen many people come into that position and cannot handle the responsibilities.

So, while moving to the sales manager role seems cool, here are three things to consider.

1. Are You The Right Fit? Do you have the right personality, leadership skills, communication style, and coaching expertise to guide your team to victory?
2. What's the Sales Culture? A positive, high-performing sales culture is not built by chance; it must be developed and nurtured. Do you have the necessary skills or experience needed? Is the company willing to invest in your sales management development, or are you?
3. Learning and Development: Sales and sales leadership is a never-ending learning journey. Is there a learning culture within the organisation, or will it need to be created?

The Transition from Sales Rep to Sales Manager

Congratulations! You've made the transition to sales manager leader of the pack. While you will be excited, here are a few things we want to make sure you keep top of mind.

1. Recognising the Shift in Role:

• Challenge: Because sales is predominantly an individualistic role, most sales reps promoted to sales manager struggle. They sometimes find themselves doing the same work as their sales reps instead of being more strategic.
• Solution: Seek training programs focusing on Strategic thinking, team management, and leadership skills.

2. Understanding the Numbers and KPIs:

• Challenge: Sales managers sometimes lack a deep understanding of the numbers and Key Performance Indicators (KPIs) crucial for their role.
• Solution: Implement regular training sessions on data analysis, sales forecasting, and understanding financial reports. Foster a culture of data-driven decision-making.

Key Responsibilities in the First 90 Days

The first 90 days in a new sales role are critical for setting the tone for success. During this time, you should focus on building a foundation, developing strategies and relationships, and performance management and leadership. Here's a more detailed overview of each phase:

Days 1-30: Building a Foundation

Your primary goal should be building a solid sales team foundation during this phase. To achieve this, you should:

• Understand the Team: Spend time with each team member to understand their strengths, weaknesses, and motivations. This will help you tailor your management style and approach to each individual.
• Learn the Processes: Get a deep understanding of the sales process, customer journey, and internal workflows. This will help you identify areas for improvement and streamline the sales process.
• Set Initial Goals: Establish clear, achievable short-term goals for yourself and your team. This will help you stay focused and motivated and ensure everyone is working towards the same objectives.

Days 31-60: Developing Strategies and Relationships

After building a foundation, it's time to focus on developing sales strategies and relationships. During this phase, you should:

• Develop Sales Strategies: Based on your understanding of the team, the sales process, and the company's goals, develop strategies that align with those goals. This may involve identifying new markets, optimising existing sales channels, or creating new ones. 
  • Pro Tip: Always align the above to your Job Description and KPIs.
• Enhance Team Skills: Identify skill gaps in your team and arrange for training or mentorship programs to address them. This will help your team members grow and develop their skills, making them more effective at their jobs.
• Build Internal Relationships: Collaborate with other departments to understand how sales align with the overall business strategy. This will help you identify opportunities for cross-selling, upselling, or developing new products or services that align with customer needs.

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Days 61-90: Performance Management and Leadership

In the final phase, your focus should be on performance management and leadership. To achieve this, you should:

• Review Performance: Regularly review team performance against KPIs and provide constructive feedback. This will help your team members stay on track and improve their performance over time.
• Foster a Positive Culture: Encourage a team culture that values continuous learning, collaboration, and accountability. This will help create a positive and productive work environment that supports team members in achieving their goals.
• Plan for the Future: Start laying the groundwork for long-term goals and team development. This may involve identifying new markets, developing new products or services, or building a talent pipeline to support future growth.

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In Closing

Transitioning into a sales management role requires a shift in skills and perspective. By understanding your team, mastering the numbers, setting clear goals, developing strategies, and fostering a positive team culture, new sales managers can effectively lead their teams to success. For sales leadership, supporting this transition through training and mentorship is critical to building a strong sales force.

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