Leadership

I recently interviewed the SVP of Sales of a Fortune 500 company.  We were discussing the difference between his A-player sales managers and their peers.  I asked him what differentiates them from the rest of the pack.  His first answer was, “they’re promotable.”  Makes total sense.  His best leaders are those who could someday take his place.

 

Are You Promotable?

In today’s B2B sales environment, the likelihood your boss moves up or gets moved out is high.  That probable vacancy is a real opportunity for promotion.  Do you have what it takes?  Are you promotable?

 

There are several key competencies that define the A-player sales manager.  Master these and increase the likelihood of getting the next big opportunity.

 

In this blog I want to cover a few skill sets that are critical to getting to the next level.

 

Coaching and Talent Development

Definition: Overseeing talent development programs and efforts. Taking interest in advancement of subordinates. Success of previous subordinates in other areas of the organization. Ensuring stable of qualified and available replacements. Developing Career Action Plans.

 

A great leader is great at developing their team.  Ask yourself the following questions.  If you struggle to answer yes, then start focusing on coaching and talent development.

 

  • Do you invest substantial professional time in overseeing talent development programs and efforts?
  • Do you take personal interest in advancement of subordinates, including giving them one-on-one time for the sole purpose of career advancement?
  • Can you point to previous subordinates in other areas of the organization who have been successful?

     

Managing Resources

Definition: Bringing specific support resources to bear to impact sales campaigns. Overseeing contributions from staff other than those under direct management. Gaining cooperation from third parties that can assist in the sale. Leveraging corporate assets (IP, content, reputation, tools, etc.).

 

Sometimes the internal sale is as important as the external sale.  Great leaders know how to engage and partner with other business functions.

 

  • Do you ensure high impact sales support resources are introduced at the right time in sales campaigns?
  • Are you able to consistently gain cooperation of staff other than those under your direct management to move deals along?
  • Can you gain cooperation from a wide variety of third parties that assist in advancing a sale or in improving the company’s value proposition?

 

Judgement/Decision Making            

Definition:  Reacting when under time or other pressure. Weighing conflicting goals and commitments and making decisions based on core values. Exhibiting wisdom in counsel. Judging character. Reading client situations.

 

Great leaders have great judgment.  They make prudent decisions in the midst of conflicting goals and commitments.

 

  • Do you panic when under time or other pressure?
  • Can you consistently read client situations accurately and provide wise counsel?
  • Are you able to weigh conflicting goals and commitments and make decisions based on core values?

 

Team Builder

Definition: Creates unity and productivity of sales reps under management. His/her reps consistently state they feel part of a high-performing team. Is able to improve average performers and motivate above average performers to excellence. Develops team-building and team motivating activities.

 

Great leaders build great teams.  They foster a culture of high expectation and high performance.  Team members feel part of something big…Sky’s the limit.

 

  • Do your reps consistently state they feel part of a high-performing team and are proud to be part of the organization?
  • Are your average performers rising above mediocrity and your above-average performers motivated to excellence?
  • Is there a strong sense of teamwork and camaraderie from support and other sales-related staff?

     

Call to Action:  If your boss left tomorrow, would you be on the shortlist for promotion?  Being ‘promotable’ requires mastery of certain key competencies.  I highlighted four above, but there are more.  DownloaSales_Leader_Profile_Checklist1d the Sales Leader Checklist here to see the Top 10.  Remember…“Leaders are made, they are not born. They are made by hard effort, which is the price which all of us must pay to achieve any goal that is worthwhile.” (Vince Lombardi)

 

 

ABOUT THE AUTHOR

George de los Reyes

Solves clients’ most difficult sales and marketing problems to ensure they accelerate and exceed their revenue growth goals.
Learn more about George de los Reyes >

George joined the SBI team in 2011. He leads engagement teams for clients such as Hewlett Packard, Adobe, Thomson Reuters, Ryder Systems, UPS Capital, Cancer Treatment Centers of America and others.

 

Prior to SBI, George was the CEO of a management consultancy and real estate development firm. His breadth of expertise covers sales and marketing, operations, strategic planning, finance, project management and public relations. George leverages his broad professional experience to solve complex issues and build effective solutions for his clients.

Read full bio >