Building a Winning Sales Management Team: The Force Behind the Sales Force by Andris A Zoltners & Prabhakant Sinha & Sally E Lorimer

Author:Andris A Zoltners & Prabhakant Sinha & Sally E Lorimer [Zoltners, Andris A]
Language: eng
Format: mobi
Publisher: Ingram Distribution
Published: 2012-07-15T14:00:00+00:00

Figure 6-7 Examples of General-Enrollment Programs for FLMs and Their Focus Across Aspects of the Sales Manager’s Role

Regular conference calls with your FLM team are an effective and inexpensive way to encourage ongoing learning and development, especially in smaller, geographically distributed sales organizations. The calls provide a good forum for discussing hot topics and sharing best practices. During calls, ask FLMs for their input on which topics or “difficult situations” they’d like to discuss, maintain a list, and choose one to include on the agenda for each call. If appropriate, assign one FLM as the topic leader, and ask that person to research the topic in advance and share the findings during the call.

At Extreme Networks, Helmut Wilke preferred face-to-face meetings to teleconferences for developing his sales management team: “With only a few dozen FLMs globally, we didn’t have the scale to provide a large internal training resource. I met with my team once a quarter, and those individuals would meet with their teams quarterly and in person as well. I planned the meetings meticulously, went for attractive locations, and always led the meetings in person. The cost was high, but a live meeting helped to build the culture, made people feel part of the company, and created team bonding that led to low sales force turnover. With today’s globally distributed workforce, working for another company is only a mouse click away. It is crucial to invest in old-fashioned personal relationships; sufficient face-to-face time builds loyalty.”

By following best practices for development (see Figure 6-8), smaller sales organizations can establish an effective FLM team without creating overhead.

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