And believe me, that day will come sooner than you think. If you believe in each rep for their unique strengths, chances are you’ll be in the back of their mind the day they doubt themselves. If your company offers a training around situational leadership, I would highly recommend it.Ĭaring about your team as individuals will go farther than you think. Each person on your team will have their own set of motivations, goals, challenges, and way of thinking. This might sound challenging, but it’s one of the coolest aspects of a managerial role. Your team has a collective goal, but each of your team members are unique individuals and should not be treated the same. Once you understand your strengths as a leader, share them with your reps so they know how best to communicate with you and how your work styles mesh. What are your strengths and areas of improvement?.If you understand your strengths, your team will follow your lead.Ī few questions to ask yourself as a new manager are: “One cannot build performance on weaknesses, let alone on something one cannot do at all,' Drucker writes. A great book that I would recommend to anyone in leadership is Peter Drucker’s On Managing Yourself, one of the Harvard Business Review’s 10 Must Reads. Assess your strengths as a managerīefore you became a sales manager, you should have thought hard about why you wanted to be a front line manager. If you don’t get to know them, you will have no idea what scares them, what inspires them, what motivates them. Don't solve your team's problems for them.Foster peer-to-peer learning environments.Set a weekly, monthly, and quarterly cadence for your team members' sales activities.Set a weekly optional meeting with each rep.Schedule forecasting meetings with each rep.Understand how your team wants to be managed.

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