Only those who are managers know what it means to be a manager

Working with sales is experiencing a new adventure every day. Undoubtedly being a salesman is great, but have you considered becoming a commercial manager ?

We do not always aspire to a higher position and that is not a sin, but many of us think about moving up the business chain every day .

One of the most important positions within an organization is that of a commercial manager, a professional responsible for managing sales teams , dealing with customers, developing strategic planning and adjusting the sales process.

Undoubtedly, it takes a lot of courage, organization and, of course, patience to assume this responsibility.

What are the functions of a commercial manager?

The responsibility to determine possible goals and clear objectives to guide teams while ensuring minimally sustainable organization in activities is one of the main functions of a commercial manager.

The commercial manager is the person who controls all the paths of an operation , evaluates complicated situations and needs to make important decisions, not to mention that it is up to him the ability to analyze all the data and predict the best path for the sales market . So, leading a team is not easy.

One of the great tasks of a commercial manager is to carry out strategic planning .

Strategic planning is responsible for planning activities and setting goals, in addition to being the tool that establishes the necessary resources for everything to work out.

In practice, strategic planning is the tool that helps in adjusting team management .

But the manager must not carry anything alone .

In other words, the leader needs the expertise and operational technique of his employees, always keeping an eye on everyone’s performance. He needs to build smart strategic planning with his team.

To lead is to know how to delegate.

And it goes further: the manager who was previously a salesman needs to learn to say no to his former colleagues.

A good manager needs to say no on several occasions and this is one of the toughest parts of the job, as he can become an authoritarian figure within the industry and lose the empathy of colleagues.

Cultivating this new respect is a competence and skill – we’ll talk about it – that you gain over time, and a lot of training.

They are extremely important, because only with them will the manager get his team to meet the necessary standards .

One of the most bureaucratic parts of the business manager role is, without a doubt, data management .

Every sale generates countless data; the person responsible for managing the team must have an aptitude or taste for numbers, since he will live surrounded by them.

These numbers are extremely important in determining the team’s performance . Of course, the manager does not need to freak out and spend 24 hours with his head in the numbers, but he undoubtedly needs to understand what each of them means.

A good CRM is the greatest ally that a commercial manager can have.

Competencies and skills of a commercial manager

Even with the many obligations to the company, there is also a need to know how to deal with people as tactfully as possible, maintaining humanity and sensitivity to avoid problems in the workplace.

The role of leadership in everyday life, in this sense, is more than a differential, it is really an essential element for commercial success.

A cliché is becoming more and more true: a manager cannot exist without his team . The job well done is the result of a mutual exercise of cooperation that can even begin with the manager, but that extends to everyone within organizations in a certain way.

The manager has to learn an enormous amount of assignments and know how to use them in a timely manner. It is necessary to have a clear view of the situations around you, to have the timing of decisions in the right measure and especially to know how to manage people.

Designing a commercial look focused on the broad business vision requires managers to be always urgent in identifying negative and positive points in the activities performed. For that, they cannot ignore that they need help .

Although the manager is the center of many activities in a company, he also has to know how to recognize his personal and technical limits. It is essential that the manager learn and read precisely what are the main aspects that influence the management of people within their reality.

Paving paths that can count on the possible competencies of employees can create strong teams, capable of resisting situations of pressure and conflict with flexibility to events.

Managers who are concerned with developing skills in their team can, in the end, earn small quality replicators . That is, when we teach people how to do something with excellence, we can be calm about performing certain tasks. Teaching your sales team is the path to commercial maturity.

In the role of carrying out tasks as smoothly and profitably as possible, the manager needs to know all the details that generate work environments aimed at the evolution of professionals.

Recognizing that you need help from technology turns salespeople accustomed to it into people who know exactly where they need to improve in order to have more favorable results .

In this sense, the role of the manager is to ensure a language that establishes bonds of trust between the leader and the teams. Knowing the tools and people they have available will certainly strengthen an organization’s performance, objective and results.

There is a manager profile that does not know how to trust other people. So he ends up taking on responsibilities that are no longer his. This failure to understand the role given to him is recurrent.

Especially in emergencies, managers end up taking activities for themselves , but that is wrong. Everyone has witnessed a scene in which people fail to obtain data from other departments and the manager ends up going through the relationship. This not only distorts the flow but also ends up gaining an extra function.

This type of situation is more evident when we enter what I call a “cascade of approvals”, that is, when the process has to be approved by many people and always gets stuck in a certain responsible employee. This always ends up reflecting a controlling management .

The best way is to clearly have some decision makers and technicians so that the resolution is quick and possible. Providing autonomy is the manager’s role. This does not mean turning a blind eye, but rather creating a culture of responsibility.

Data and insights

A technological system can help the manager when it comes to identifying people who have mastered certain skills. For example, if you could clearly see data that confirms that a particular member of your team masters the art of retaining customers and not losing business, you can take advantage of it more in the right area.

In this sense, systems technology helps managers to show team skills and create ways to encourage them. For all of this to happen, data communication needs to be clear and objective. People and systems can be a great combination for generating business intelligence.

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