The powerful beliefs of a successful sales manager · The sales blog


A sales director or a sales manager can have all kinds of convictions, some healthier, much more unhealthy. If you want to get your best performance, these results will start with your beliefs, your state of mind. Here is a good set of beliefs to consider.

All is my fault

You can not be an effective leader without first accepting that everything is your fault. You are the leader and that makes you responsible for the people entrusted to you. It also makes you responsible for the people who are above you in the organization chart.

If your team's performance is not what it should be, you have the authority and responsibility to remedy the situation. If a person is negative and infects other people with damaging beliefs, it only causes damage because she did nothing. If you do not protect your team from negativity, the infection will eventually settle in.

If members of your team do not have the state of mind, skills or toolkits, these items are your responsibility. If they need to improve, you need to improve them (and if you do not like this group that you refuse to develop, I promise you that you will not like the next group better) There is nowhere to hide from his leadership duty.)

You are also responsible for the people you are talking to. If they do not understand the market situation in your market, you will not succeed in informing them to compel them to act. If your team is missing things they need, it is you who must acquire them for them. It means persuading the people you are talking to to give you what you need. You are responsible for informing your leaders of what they need to know so that they can help you effectively lead your team.

The price to pay for being an effective leader is the responsibility. You can not blame anyone or anything else.

I fix and keep the standards

In recent years, more and more companies have found themselves "without opportunities". They do not have enough opportunities because their salespeople do not prospect (or do not prospect enough, or do not prospect effectively). Too many of these so-called "sellers" have spent too much time reading about LinkedIn. As a leader, you are responsible for establishing and maintaining the standards under which your team operates.

If the norm is that everyone prepares for sales meetings, believing that the gift of time is too important to be wasted, you will have better meetings with the clients of your dreams and improve your perception. If you leave success to chance, you do not have any standards. When you allow people to decide for themselves how they will create and seize opportunities, the lack of standard allows them to do less than is necessary to win.

If you think back to the best leader for whom you have worked, one of the first things you will find true is that they have asked you to raise your standards. They believed that you were able to do more than you thought at the time. They did not accept mediocrity. They wanted you to be at your best and to achieve your best performance.

If there is to be a standard, you must establish and maintain it. If you do not decide which is the standard, it will be lower than the default level.

We are all responsible for our mission

Your goal or quota does not belong to your company or management. It belongs to you. As a leader, you have been given the responsibility and resources to achieve a result. You are responsible for the mission you accepted. For you to succeed, each member of your team must also be responsible for the mission.

You must talk about your goals. You must explain why they are important to you, your team, your customers, and your business. You must also hold people accountable for the results they must produce to achieve these goals. When a person is not responsible, very soon, others will follow.

The mission can not belong to you alone. Mission must be the mission of all members of your team. You can not succeed without your team.

I have to grow and develop my team

There are sales managers who believe that the people who work for them are their employees, which is technically true, but not the healthiest vision of the people in your charge. Instead, you must believe that they are your team and you are their leader. The perspective through which you visualize your relationship with your team has a huge impact on your results.

If your employees are just your employees, you have a transactional vision of leadership. If they are your team, they will be what you build. If you want them to improve their results, you must first help them improve. If you want them to grow up, you have to provide them with opportunities to do it. You must provide them with coaching, training and development. You must also provide them with your personal attention.

Your team will play the game as you teach and train them to play it. If everything is your fault, then you have the power to do what is necessary to make things better. You can not and do not need to wait for permission from anyone to develop and develop your team for you.

If your people can not say that he grew up under your guidance, then you will have dropped him as a leader.

I give the tempo

There is an old adage that "the speed of the team is the speed of the leader". You must set the tempo of your team. Maybe an example here will help.

You may have decided that you should consider new opportunities created once a month by refusing to hold those responsible for creating new opportunities every week. The tempo now suggests that new opportunities need to be created each month (and perhaps based on your long sales cycles and your very small market, this might be appropriate, but I doubt your existence).

Another leader decided that the tempo required the creation of new opportunities every week. According to them, they must take advantage of the opportunities in time, and an opportunity gained this week is better than an opportunity gained in seven weeks. All other things being equal, the leader at the most aggressive operational tempo will produce better results than the one who leaves the outcome at random.

Too many leaders offer suggestions, that is, that they want their people to act, but do not wish to hold them accountable. None of this requires you to micromanage your team. However, it requires you to lead and set performance standards.

What you believe

You know that the mentality of the person on your team is important. The same goes for what you think of your role as manager, leader and coach.


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