Should Sales Managers be selling while they are managing a small team?

Typically, sales managers are former salespeople. They are familiar with the sales job, and their staff feels comfortable because their manager has done the same job before as they are doing now. Remember, leadership is a balancing act.

A sales person’s mission is to serve the clients and the company, but a sales manager’s mission is more complex. They must serve the clients, the company, and the salesperson. In addition, a sales manager’s job consists of four key domains: hiring the salespeople, training the salespeople, evaluating the salespeople, and growing the business.

But, should sales managers also continue to play the role of a sales person as well? Absolutely!

Here are four reasons why sales managers should sell to key accounts (15-30):

  1. Industry Awareness: Sales managers will be able to recognize the industry trend and better understand the clients’ needs by talking to them directly.
  2. Higher Income – Sales managers will be able to increase their income since it will introduce a separate income source beside higher base and bonus.
  3. Lead by Example – Sales managers should set an example by occasionally showing the sales team how to close a few deals and grow some existing accounts.
  4. Improved ROI – The sales manager will become a profit center instead of cost burden for the organization if they contribute to the team sales quota.

Although it is a good idea for sales managers to also be salespeople, they must do it right if they are going to do it at all. It is very important for sales managers to follow a time management tool if they chose to play a dual role: sales and sales management. Another word of warning—sales managers could be perceived as “self-fish” if they use their authority to take good accounts from their team members unfairly.

Above all, sales managers must possess high integrity and practice fairness in order to manage the team effectively.


About this author  An entrepreneur who inherited his passion for lifelong learning from his parents, Russell Sarder founded NetCom Learning (www.NetComLearning.com) in 1998. Sarder has led NetCom to be recognized as a technical and business training leader. Within a decade, he has grown the company into an over multimillion revenue company. Driven by Sarder’s passion and dedication, and differentiated by its focus on client excellence, the NetCom Learning has successfully aligned itself with industry leaders such as Project Management Institute, Microsoft, CISCO, CompTia, EC-Council, Autodesk, Adobe, Check Point, Novell, Oracle, and IBM. NetCom Learning was listed as one of the fastest growing private company in USA by Inc 5000 Magazine in 2008. NetCom also received CPLS of the Year 2007 award by Microsoft and EC-Council Circle of Excellence award in 2010. Sarder is also Chairman and CEO of Sarder Inc., a holding company that includes NetCom Learning, NetCom CMS (Central Management Software), Ebiz9, Technology and Training magazine and other smaller companies. Microsoft Chairman Bill Gates, Microsoft CEO Steve Ballmer, CISCO CEO John Chambers contributed to his technology magazine. Sarder is also the creator of Netcom’s Sarder Scholarship Program, awarded monthly to an ambitious individual who wishes to either begin or advance an IT career. Sarder is a frequent speaker on topics of learning culture and business management. As a motivational speaker, he has appeared in newspaper reports in the Daily News, the New York Times, and the New York Post. His TV appearances include CBS Market Watch, Yahoo Finance and New York One. Sarder has also spoken at major industry events organized by CompTia, Microsoft, and NetCom Learning. Sarder is an avid reader and passionate life-long learner who has followed in the footsteps of his father. A denizen of New York City, Sarder also lives a healthy lifestyle and writes learning books in his spare time. Specialties1. Leadership Development 2. Entrepreneurship 3. Investing in new business 4. Strategy Development 5. People Development 6. People Management 7. Team Building 8. Business Management 9. Profit Management 10. Information Technology Training 11. Business Management Training 12. Professional Speaking


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