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The 24 Things a Million-Dollar Sales Manager Needs to Do

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Sales skills don’t necessarily make a great one; the abilities to lead, motivate and delegate do.

Your ideal sales manager is probably not your top salesperson. They require different skill sets.

The sales manager should be someone with the ability to be a leader, motivator, teacher, delegator and coach. They always possess a quiet strength and lead by example. They encourage, always giving motivation and praise to a job well done. They train the team in all areas of knowledge. They conduct performance reviews at least once every three months. They delegate according to individual strengths. They follow up to make sure jobs get done correctly and on time. 

The sales floor manager is not a competitor to the other sales associates; they provide support. Their name should never be on a sales ticket as a split. They can sell to clients they work with, but they are never to be in the sweet spot; this is the sales team’s responsibility.

So let’s look at the characteristics that make a million-dollar sales manager. 

1.  They handle sales floor conflict by being proactive, not reactive, heading problems off at their first sign.

2.  They make sure each team player exceeds the client’s expectations. 

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3.  They do not micromanage; they empower.

4.  They always know which salesperson is waiting on which client and gauge whether a team assist or T.O. is required.

5.  They know what’s happening on the sales floor at all times. The sales floor manager does not have an office; their office is the sales floor.

6.  They ensure the sweet spot is covered.

7.  They make sure the showcases and floor are clean, the displays impeccable and the lighting perfect.

8.  They ensure that all selling stations are stocked with the tools needed to make a professional presentation. 

9.  When repairs are done, the sales manager ensures that they’re in the proper place for pick-up. 

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10. They conduct weekly sales meetings for training.

11.  They conduct a 15-minute morning meeting each day to discuss who’s coming in and what needs to be done.

12.  They’re responsible for scheduling.

13.  They’re aware of each salesperson’s selling profile in order to set up T.O. teams.

14.  They understand how to wow every client and train team members to do so.

15.  They make sure every sale that isn’t closed is team-sold or T.O.’ed. 

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16.  They build your store’s “university,” a sales training program that all hires go through before they’re set loose on the floor.

17.  They set weekly, monthly and yearly goals for each sales associate based on their ability and figure out what it takes to help them hit their goals.

18.  They hire and fire, and provide all team members with a list of the things that will get someone fired.

19.  They hold a monthly meeting with the owner to discuss areas of needed improvement and their ideas for how to make that happen.

20.  They are responsible for sales growth.

21.  They are responsible for maintaining profitability.

22.  They develop systems to help execute flawless execution of the basics (the little things around your store).

23.  They are involved in the community.

24. If you’re a store that negotiates, they teach negotiating standards. 

25.  They develop incentive programs.

26.  They develop new programs for client retention. 

27.  They set standards for all areas of clienteling and follow-up.

28.  They do a head count of clients each day in order to track the store’s closing ratio. 

Shane Decker has provided sales training for more than 3,000 stores worldwide. Contact him at ( 719) 488-4077 or at ex-sell-ence.com.


This article originally appeared in the July 2017 edition of INSTORE.

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SPONSORED VIDEO

Wilkerson Testimonials | Sollberger’s

Going Out of Business Is an Emotional Journey. Wilkerson Is There to Make It Easier.

Jaki Cowan, the owner of Sollberger’s in Ridgeland, MS, decided the time was right to close up shop. The experience, she says, was like going into the great unknown. There were so many questions about the way to handle the store’s going-out-of-business sale. Luckily for Cowan, Wilkerson made the transition easier and managed everything, from marketing to markdowns.

“They think of everything that you don’t have the time to think of,” she says of the Wilkerson team that was assigned to manage the sale. And it was a total success, with financial goals met by Christmas with another sale month left to go.

Wilkerson even had a plan to manage things while Covid-19 restrictions were still in place. This included limiting the number of shoppers, masking and taking temperatures upon entrance. “We did everything we could to make the staff and public feel as safe as possible.”

Does she recommend Wilkerson to other retailers thinking of retiring, liquidating or selling excess merchandise? Absolutely. “If you are considering going out of business, it’s obviously an emotional journey. But truly rest assured that you’re in good hands with Wilkerson.”

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Shane Decker

The 24 Things a Million-Dollar Sales Manager Needs to Do

mm

Published

on

Sales skills don’t necessarily make a great one; the abilities to lead, motivate and delegate do.

Your ideal sales manager is probably not your top salesperson. They require different skill sets.

The sales manager should be someone with the ability to be a leader, motivator, teacher, delegator and coach. They always possess a quiet strength and lead by example. They encourage, always giving motivation and praise to a job well done. They train the team in all areas of knowledge. They conduct performance reviews at least once every three months. They delegate according to individual strengths. They follow up to make sure jobs get done correctly and on time. 

The sales floor manager is not a competitor to the other sales associates; they provide support. Their name should never be on a sales ticket as a split. They can sell to clients they work with, but they are never to be in the sweet spot; this is the sales team’s responsibility.

So let’s look at the characteristics that make a million-dollar sales manager. 

1.  They handle sales floor conflict by being proactive, not reactive, heading problems off at their first sign.

Advertisement

2.  They make sure each team player exceeds the client’s expectations. 

3.  They do not micromanage; they empower.

4.  They always know which salesperson is waiting on which client and gauge whether a team assist or T.O. is required.

5.  They know what’s happening on the sales floor at all times. The sales floor manager does not have an office; their office is the sales floor.

6.  They ensure the sweet spot is covered.

7.  They make sure the showcases and floor are clean, the displays impeccable and the lighting perfect.

8.  They ensure that all selling stations are stocked with the tools needed to make a professional presentation. 

Advertisement

9.  When repairs are done, the sales manager ensures that they’re in the proper place for pick-up. 

10. They conduct weekly sales meetings for training.

11.  They conduct a 15-minute morning meeting each day to discuss who’s coming in and what needs to be done.

12.  They’re responsible for scheduling.

13.  They’re aware of each salesperson’s selling profile in order to set up T.O. teams.

14.  They understand how to wow every client and train team members to do so.

Advertisement

15.  They make sure every sale that isn’t closed is team-sold or T.O.’ed. 

16.  They build your store’s “university,” a sales training program that all hires go through before they’re set loose on the floor.

17.  They set weekly, monthly and yearly goals for each sales associate based on their ability and figure out what it takes to help them hit their goals.

18.  They hire and fire, and provide all team members with a list of the things that will get someone fired.

19.  They hold a monthly meeting with the owner to discuss areas of needed improvement and their ideas for how to make that happen.

20.  They are responsible for sales growth.

21.  They are responsible for maintaining profitability.

22.  They develop systems to help execute flawless execution of the basics (the little things around your store).

23.  They are involved in the community.

24. If you’re a store that negotiates, they teach negotiating standards. 

25.  They develop incentive programs.

26.  They develop new programs for client retention. 

27.  They set standards for all areas of clienteling and follow-up.

28.  They do a head count of clients each day in order to track the store’s closing ratio. 

Shane Decker has provided sales training for more than 3,000 stores worldwide. Contact him at ( 719) 488-4077 or at ex-sell-ence.com.


This article originally appeared in the July 2017 edition of INSTORE.

Advertisement

SPONSORED VIDEO

Wilkerson Testimonials | Sollberger’s

Going Out of Business Is an Emotional Journey. Wilkerson Is There to Make It Easier.

Jaki Cowan, the owner of Sollberger’s in Ridgeland, MS, decided the time was right to close up shop. The experience, she says, was like going into the great unknown. There were so many questions about the way to handle the store’s going-out-of-business sale. Luckily for Cowan, Wilkerson made the transition easier and managed everything, from marketing to markdowns.

“They think of everything that you don’t have the time to think of,” she says of the Wilkerson team that was assigned to manage the sale. And it was a total success, with financial goals met by Christmas with another sale month left to go.

Wilkerson even had a plan to manage things while Covid-19 restrictions were still in place. This included limiting the number of shoppers, masking and taking temperatures upon entrance. “We did everything we could to make the staff and public feel as safe as possible.”

Does she recommend Wilkerson to other retailers thinking of retiring, liquidating or selling excess merchandise? Absolutely. “If you are considering going out of business, it’s obviously an emotional journey. But truly rest assured that you’re in good hands with Wilkerson.”

Promoted Headlines

Most Popular