Why producing sales managers no longer make sense (if they ever did)Article added by Paul McCord on August 6, 2014
Paul McCord

Paul McCord

Midland, TX

Joined: March 03, 2014

Although many companies believe they are maximizing dollars by requiring their frontline sales managers maintain and grow their own book of business, are they really getting the value they expect, or are they costing themselves sales and money in the long run by trying to save a few bucks on a manager’s salary?

Let’s examine the duties that are expected of a producing sales manager as gleaned from several producing sales manager ads on CareerBuilder:
  • Recruiting and hiring salespeople — and often clerical staff

  • Training, coaching and mentoring those people

  • Resolving customer issues

  • Coordinating and working with other departments, such as shipping, manufacturing, underwriting, finance, etc.

  • Monitoring the local market and competition and keeping management informed of market changes and opportunities

  • Creating and implementing a local sales and marketing plan

  • P&L responsibility for the local office or branch

  • Conduct sales and training meetings

  • Complete reports for management on a weekly, monthly and annual basis

  • Creating annual office or branch budget

  • Creating monthly and annual sales projections

  • Operating as company’s ambassador to the community by attending community events and maintaining a high visibility in the community

  • Other duties as assigned

    And then the kicker:

  • Maintaining a high level of personal sales activity and personal production
The first dozen responsibilities listed above are management activities that are — or should be — critical to the growth and profitability of the company. Most of these activities require someone with strong management, problem solving, and analytical skills. To properly perform these activities, the individual must have a frame of reference to resolve customer issues, to develop sales and marketing plans, to maximize the return on assets, to properly analyze the local market and competition, and especially, to recruit, train and mentor salespeople.

Only the last item is a purely in-the-trenches sales activity related item. Yet, as anyone who has been in sales understands, to meet that requirement of "maintaining a high level of personal sales,” selling must be a full-time job.
The requirements for the ob

Go further into the job description and you find the requirements section, describing the background and experience this individual must have to be considered for the job. Most typically, that description includes these items:
  • 3-5 years direct industry sales experience

  • Proven high level of production, meeting or exceeding quota

  • Strong product knowledge

  • Proven industry contacts and book of business
What’s missing in the requirements for this position? Of course, not a single word about management skills, aptitude, training or ability.

And how is this individual typically paid? Usually some combination of base salary, commissions and overrides, or worse, overrides and commissions.

Does it make sense?

The above list of responsibilities was gathered from a number of job postings from a number of industries including retail, banking, insurance, securities, medical, software, chemical, consulting and others. Most of these job postings listed a majority of the above requirements, including the personal production requirement.

Although traditional in many industries, does this combination of duties make sense? If it does:
  • Why are so many offices in these industries poorly run?

  • Why the constant harping by senior management for the offices to keep costs down?

  • Why the complaints by marketing that leads aren’t being followed up?

  • Why the complaints by manufacturing and shipping that they didn’t know certain things about various orders?

  • Why are commission checks so often wrong?

  • Why is the training and coaching in these companies so poor?

  • Why are so many poor hiring decisions made by the sales managers?
The list could go on.The reason, of course, is obvious. The company didn’t hire a manager; they hired a salesperson to try to keep the herd in line and hopefully end up with the sales numbers the company wanted. And that sales manager is expected to make sure they do through his or her personal production.

Sales management as so often practiced today is hardly deserving of the term. And despite the onus being placed on the sales manager by the company, the problem doesn’t lie with the sales manager. Typically, the company got exactly what they wanted — a top salesperson willing to assume responsibility they haven’t been prepared for in exchange for a title.

Can companies afford to continue this way?

For most companies, selling is becoming a bigger and bigger challenge. Competition is fierce; their products are most often indistinguishable from their competitor’s; their markets are becoming more fragmented; their prospects are better educated and more demanding than ever before.

Management as a sideline, although traditional in a great number of industries, is costing companies billions of dollars every year in lost opportunities, bad hires, poor local market decisions, lack of resource utilization and lost sales.

In a complex world with razor sharp competition and astute prospects who often know more than the people trying to sell to them, companies can no longer afford to use management positions as rewards for past production. Frontline managers are increasingly becoming the focal point of a company’s success or failure.

Many companies have already begun to change their management philosophy, eliminating the selling manager position and replacing it with full-time, qualified and trained managers. To this end, they have instituted manager training and coaching programs, hiring outside companies and coaches to work with their new and existing management staff.

Take action now

If you are in a producing manager role, hire a sales management coach to help you prepare for the realities of the changing environment you are entering. Those items within your job description that haven’t been emphasized in the past are becoming increasingly important. If you’re a senior manager, consider whether a producing manager is really worth the lost revenue and lost opportunities. Your company’s selling environment isn’t going to get easier.

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