Every manager will inevitably make some mistakes when he grows up. Even if some mistakes are made, it is harmless to the team, but once some mistakes are made, the team may collapse instantly. In the process of sales management for many years, I have summarized the common mistakes made by 10 sales managers, and each mistake may cause a fatal blow to the team. Every manager should look in the mirror, especially the new manager, and should pay enough attention to it.
Many newly promoted managers have turned themselves into "fire captains" alive. Why do you say that? From the morning to the company, I went to work all night, constantly busy doing all kinds of things, and put out the fire alone. Busy taking new employees to meet customers, busy making phone calls for new employees, busy helping sales force orders and payments, and busy handling various tasks assigned by superiors. ......
When I first started as a manager, I was the same. There is no good result after a busy day. Until one time, the director talked to me, pointed out my problems and gave me two management methods, so I followed them strictly. Before long, I jumped out of this management whirlpool. How did I do it?
First of all, make arrangements to accompany the tour.
You must make a plan to accompany the tour in advance. Generally, I will accompany the old employees at the beginning of the month and the new employees in the middle of the month. At the beginning and the middle of the month, I mainly accompany employees, and at the end of the month, I mainly accompany the list, focusing on performance. On the first night of the party, you should count who you will help to meet the customers tomorrow, instead of accompanying them without a plan the next day.
The manager can't patrol outside all day. You always avoid customers, and the new employees in the company can't get effective counseling, so they are very vulnerable. In addition, if they can't be given psychological and skill counseling in time, employees will easily give up. In the long run, it will inevitably lead to the loss of employees.
Secondly, we should plan our time well.
Because there are many things to do every day, you can divide events into ABC3 categories according to their importance. A-level events are the most important, so you must do them yourself. They are the first thing to do and the first thing to be done. For example, help new employees to urge an order of 6.5438 million+; Class B events are important things, and you can compress your time to do them yourself. This is the second thing to do. For example, help new employees know a key intended customer; Class C incidents are the second most important thing. You can authorize or ask others for help. It is the third thing to do. For example, if a new employee has a problem with the CRM system, you can ask an old employee for help.
If you follow this plan, you will get twice the result with half the effort, and there will be no more firefighting and busyness.
When I was consulting, I received a lot of feedback from new managers, saying that I was very upset. What worries me is that he has become a stormtrooper on the team. He said that he did almost 70% of the team's performance, and now he doesn't dare to stop, because once he doesn't help sales follow up with customers, the team's performance will plummet and the task will not be completed at all. There are not a few new managers like this. Why is this happening? How to solve it?
In fact, when I first started as a manager, it was the same. I'm as busy as a bee myself, and I've handled almost all the big and small clients of the team. I have a sense of accomplishment, but I have no feeling about sales. I grew up very fast, but my staff didn't grow much. So, I asked our director, and she helped me analyze the situation and told me to "coach employees, not replace them", and taught me to coach employees with the principle of "you watch me do, you listen to me, you watch me do, you listen to me" with the word 16.
Next, when a customer can't handle sales, I will use this principle to coach him instead of replacing him from beginning to end. After a period of time, their sales ability has improved a lot and they have won some customers. Later, they can handle almost any customer independently. If they meet a difficult customer, I just need to give them some follow-up ideas so that they can sign the customer and the team will enter the state of automatic operation.
For you, too, don't work for an employee, but teach him how to do it. As the saying goes, "it is better to teach people to fish than to teach them to fish."
Some new managers have done a poor job and have been unable to find the core reason. In fact, many managers have not done a good job in process management, but they have not found it themselves. Many managers don't pay much attention to the working process of employees. After all, they only know how to let employees report their workload and work results, and forget how to have good results without good process control.
Many sales managers' parties are very casual, especially the old managers, who are basically going through the motions and have little meaning. At the meeting, I just counted the number of intended customers that day, and I didn't ask about the intended customers, nor did I care about the workload of employees that day. I also talked about the problems of employees, and what's more, I even ignored them and let employees find ways to deal with them themselves. In my opinion, such a manager is completely inaction and simply does not deserve to be a manager.
A sales manager's very important job is to grasp the process, always pay attention to employees' effective customer information, effective telephone calls, effective intentional customers, effective visits and effective signing. For each sales contract customer and key intention customer, we should not only know what we are doing, but also coach and help them win these customers quickly, instead of leaving them there. In the process of sales management for many years, I found that no one is an excellent manager as long as he does not pay attention to process management. They all do ordinary things, even if they are done once or twice occasionally, it is all luck.
We have a new manager like this. He is very enthusiastic and likes to help employees. The employees all like him very much. But he always brings an emotional management team, not a system. The team also has no management system, and basically everything is discussed. As a result, once employees make mistakes, there is no way to manage them. If you take care of it, employees will be unhappy. If you don't care, employees will be more presumptuous in the future.
Once, a salesman who had a good relationship with him was late for work for two or three days in a row. He was angry and wanted to punish him, but the employees refused to carry it out. He also said behind my back, "Look, I have such a good relationship with the manager that I was late for such a trivial matter and kept telling me endlessly that I would be punished. Moreover, the team did not stipulate what would happen if it was late. Why should I be punished? " It was originally a very simple thing, but it made employees and managers very depressed and the team atmosphere was very bad.
The reason why this happens is that managers always manage with emotions, and once they encounter some problems, they are at a loss. When we lead a team, we must rely on the system to restrain people and rely on emotions to comfort people, but we can't do it backwards. As the saying goes, "No rules, no Fiona Fang" companies have their own rules and regulations, and teams should also have their own management systems. You can't make trouble when you encounter problems, otherwise it will easily lead to contradictions. In fact, this is what we often say "put your ugly words first" to avoid making everyone unhappy in the future.
When the new manager takes office, he will be more conservative and afraid to make demands on his employees. For example, employees do not complete the workload and dare not punish them; Employees dare not punish for being late; Employees dare not punish for making mistakes; Such thoughts and behaviors will indulge employees, make employees unscrupulous, and even be bullied by employees.
Last year, there was a new manager in the search advertising sales division, who was too soft-hearted to let employees do anything, and was timid in assigning tasks, which led to employees not listening to his arrangement and even daring to form a partnership with him in private, which led to the manager's inability to manage the team and finally had to leave.
As the saying goes: "Kindness does not lead troops", leading a sales team is like leading troops to war. We must be strict with our subordinates. Without strict requirements, we can't bring out good sales. Li Yunlong, the protagonist of the TV series "Bright Sword", is very strict with soldiers, because he knows that if he is not strict at ordinary times, once he really fights with the enemy on the battlefield, he will die miserably. It was his strict requirements that created an invincible independent group.
Although the responsibilities of managers in each company are different, the definition of management is the same. "Management is the work of completing tasks through others." Others here include not only direct subordinates, but also your superior leaders and colleagues in various departments of your company. But many new managers always think that as long as they manage their subordinates well, they can ignore everything else. This is a very immature idea.
In fact, I just started management, and so on. I only care about managing my small team, and I don't care about anything else. Fortunately, I met a large number of excellent sales partners who trusted me and supported me, and made some good achievements to promote my upward development. The more you go up, the more you find that you must never just concentrate on your efforts. From time to time, look up at the road and see the people and things around you. Usually, new managers will have two main problems in this regard:
First, I can't handle the relationship between superiors and subordinates well.
The new manager should be responsible not only to his immediate superior, but also to his immediate superior. Simply put, it is "connecting the preceding with the following". On the contrary, it is necessary to help the boss bear the task and pressure and make suggestions for the boss; Yes, we should solve problems for our subordinates and empower them. Especially in the "enlightening" part, that is, the "conveying instructions from superiors" part, new managers are most prone to make mistakes.
For example, the superior leader assigned a new task. At this time you need to communicate with your subordinates. The first manager conveys it to their subordinates intact. If it's good news, that's good. However, if it is a high task or strict requirements, such communication methods will make employees under great pressure and even produce negative emotions;
Another kind of manager is particularly good. He will process the information twice. Whether it is a good thing or a bad thing, it will become a good thing for him. Through his communication, pressure will become motivation, difficulties will become opportunities, and good things will become good things.
How to convey tasks to subordinates like two masters? In fact, it is not difficult to solve. In the future, before conveying the task, ask yourself, "Why should I convey it like this?" "How to convey that employees will be more willing to accept it?" Then as long as you think these two questions clearly, you will know how to convey the information to your subordinates.
Second, work goes to extremes.
I've met two extreme new managers. The first one is that he is only immersed in business and doesn't know how to deal with the relationship with the brother departments. The second is to only engage in the relationship between various departments and not to manage the team. Neither of these behaviors is desirable. The correct way is to have a good relationship with colleagues and peers in various departments and strive to lead the team to create achievements.
Dealing with the relationship with various departments is to create more communication convenience for employees and carry out business more smoothly. You must not think that this is hooliganism, it is the most basic job responsibility of managers, and you must not go astray. For managers, creating performance and training employees are your first priority, and the rest are auxiliary work.
Some new managers ask employees not to be late, and as a result, they are often late; Ask employees to study, but never read books; Employees are required to pay attention to hygiene, but they are not sloppy. How do you convince employees that they can't do what the manager asks them to do?
The year before last, there was a new manager in the brand advertising department, who had just been promoted. This is ridiculous. He felt that he was managing, and finally he had such a little power and began to indulge himself. He asked employees not to be late, and gave them red envelopes when they were late, but he was often late and he didn't accept punishment. The employee's psychology is very unhappy. He feels that he is a very incompetent manager. He uses the system to manage others, but he doesn't follow it. Everyone agrees that there will be no development with such a manager.
In less than half a year, many employees left their jobs one after another. In the middle of the year, the team still had sales of 10, but by the end of the year, there were only two people left in the team. Later, his boss talked with him and analyzed the situation of the team. Only then did the manager realize his mistake and regret it.
Why can a small late action have such serious consequences? Because the manager's behavior is put in the spotlight, every action of the manager will be magnified many times. Therefore, managers must pay attention to their words and deeds, be a positive example of the team, and lead by example.
Some managers rarely take the initiative to learn, except for internal training and learning, and other knowledge is basically not involved. Many managers can't read a few books a year, and they are never willing to spend money on any courses, and their level has never improved.
As the saying goes, "All is fair in war", high-level managers will certainly bring out excellent sales, while low-level managers may not be able to attract excellent sales, let alone cultivate excellent sales. In addition to talent, the level of a manager depends on his learning ability, but I think the sales managers of most companies have not reached the point of spelling talent, basically it depends on who has stronger learning ability and faster application.
Years of sales management experience tells me that it is first of all to bring a good sales team. Only if you are good enough can you attract excellent sales and have a chance to build an excellent sales team.
Friends who are familiar with me know that I love learning, like reading books, attending classes and learning from experts, but I am still far from being a real master of learning. I know a master of management, with an annual salary of one million yuan, and spent no less than 300,000 yuan on study alone.
Once, he shared with us, "The reason why I can achieve such a little success today is by continuous learning. Without continuous learning, I am nothing. "
We must enrich ourselves and improve ourselves by learning all kinds of knowledge, because only by broadening our horizons can employees broaden their horizons and have a chance to make better achievements. Here, I sincerely advise all managers to strengthen learning and lifelong learning.
Usually, new managers are older than employees, not to mention that many employees were born after 1995, which leads many managers to treat employees as children and ask questions about their work and life. Managers will look at employees doing this and that, and always want to take care of them. Your starting point is good, but this approach is wrong.
Employees are partners, not your children. Of course, employees should do their best to help them when they are in trouble, but don't take care of your employees like children, or you will encounter a lot of trouble.
There is such a new manager around him, who puts a lot of energy into managing employees' lives, managing employees' emotional lives, managing employees' daily consumption, managing employees' preferences for making friends and so on. Instead of being ungrateful, the employee silently confronted him. As a result, the relationship between managers and employees is stiff and the team atmosphere is getting worse. Finally, the whole team was dissolved.
After 1995, everyone pursued freedom and didn't like too much interference from managers. This kind of management is very disliked by employees, and even more unacceptable. Therefore, managers must keep pace with the times and do not manage current employees in the past.
The "special employees" here refer to those who have poor performance in sales, negative energy, love to complain, have no performance, are not self-motivated and do not understand teamwork. Employees like this should be resolutely discouraged, but some new managers are always so worried and considerate that they dare not quit their employees.
A manager of the advertising sales department in the circle of friends made such a mistake, which caused him to be defeated and suffered heavy losses. Their team's sales performance is average and their attitude is correct, but this sales team has a poor sense of initiative and often complains privately with other employees about the company and the team.
He found the sales situation, found her the first time, and tried to solve the problem through communication, but the sales always said one thing and did another, obviously promised well, and began to complain when he left the meeting room. The manager talked to her many times, trying to change the employees' mentality, hoping that she could correct it, but it didn't work in essence.
Because of the manager's constant communication and reprimand, the negative emotions of employees are getting heavier and heavier. Later, he even teamed up with some sales in private to confront him, which led to many of his work not being carried out smoothly. By the time he fully realized the seriousness of the matter and decided to have a sale, it was too late. The team is torn apart by sales, and it is simply too difficult to unite. Finally, the team was finally merged and reorganized.
A good sales manager must do something and not do something. We often look at what others have done, but seldom know what others have not done. In practical work, sometimes "knowing what not to do" is more important than "knowing what to do". As Jack Ma, the founder of Alibaba, often said, "Successful experiences are different, but the lessons of failure are always similar." I hope everyone can sum up more lessons of failure and look less at other people's successful experiences.
I am the champion coach of online sales,
The first person in social sales,
Accompanying performance growth consultant,
LinkedIn columnist,
Jin Wang Lecture Hall helps enterprises to build socialized sales teams, only for performance growth.