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7 Experts Reveal

How To Manage A Sales Team

For The Very First Time

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We Asked Seven Experts…

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“What’s the most

important thing for

brand new sales

managers to know?”

“The first thing to realize is that it is no longer about you. It is about the team.”

-Barbara Giamanco

CEO, Social Centered Selling

@barbaragiamanco

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A Great Sales Manager

Hires and develops great salespeople

Removes organizational stumbling blocks

Champions team member successes

Your team’s success is your success.

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About

Barbara Giamanco

Barbara Giamanco is a globally recognized

thought leader in Social Selling. She’s the co-

author of The New Handshake: Sales Meets Social

Media and CEO of Social Centered Selling. Barb is

consistently a Top 25 Influential Leader in Sales, a

Top 25 Sales Influencer on Twitter and one of Top

Sales World’s Top 50 Sales and Marketing

Influencers. Based in Atlanta, Georgia, Social

Centered Selling offers Social Media and Social

Selling Consulting, Advisory and Programs to

sales and marketing teams interested in driving

sales results. Visit www.scs-connect.com and

follow Barbara on Twitter.

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“It is the salesperson’s job to achieve quota; it is the sales manager’s job to put them in place to win

with training, marketing, and making sure they know the formula for success.”

-Ken Thoreson

President, Acumen Management Group LTD

@kenthoreson

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A NEW SALES MANAGER MUST:

Meet weekly with their

management to ensure

priorities are in

alignment.

Build trust with their

peer management team,

ask for help, and share

ideas.

Learn to delegate.

Study leadership vs.

management.

Build a formula. What

sales activities does it

take to succeed, build a

dashboard, and

reinforce sales process?

Evaluate each person on

their team and begin to

recruit for new talent.

About Ken Thoreson

Ken Thoreson is managing director of the Acumen

Management Group Ltd., a North American consulting

organization focused on improving sales management

functions within growing and transitional organizations.

During the past 13 years, the consulting, advisory, and

platform services have illuminated, motivated, and

rejuvenated the sales efforts for partners throughout

North America. Ken is also the author of SLAMMED!!:

For The First Time Sales Manager. Follow Ken on

Twitter.

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“The first rule of thumb in any new management position is to learn first and act later with good

information. Trust is critical to a positive working relationship and it is earned, not imposed.”

-Kelly Riggs

President & Chief Sales Officer, Business LockerRoom

@kellyriggs

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The Challenge:New sales managers

are typically promoted

because they get things

done.

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The Objective:Coach, train, and

manage the

performance of other

salespeople.

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About Kelly Riggs

A highly acclaimed platform speaker, Kelly Riggs

is recognized as a dynamic thought leader in the

fields of leadership, sales development, and

strategic planning. He is a business performance

coach for executives and companies throughout

the United States, working with organizations that

range in size from $3 million to over $5 billion in

annual sales revenue. Follow Kelly on Twitter.

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“The new sales manager should proceed as if he/she is making a sale to the sales staff.”

-Elinor Stutz

CEO, Smooth Sale

@smoothsale

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2 Steps To #SalesManagement Success

Find out from the sales staff what worked well and what

needs to be improved

Ask questions to encourage staff participation

“Sales require 3-5 buy-ins or mini-agreements. By doing the

same with sales personnel, the new manager will get each to

come around to contributing as a team.”

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About Elinor Stutz

Elinor Stutz, CEO of Smooth Sale, delivers inspirational

keynotes at conferences and authored two books: the

international best-selling book, “Nice Girls DO Get the

Sale: Relationship Building That Gets Results,” and

community service led to the writing of her second best-

selling book, “HIRED! How to Use Sales Techniques to

Sell Yourself On Interviews.” Stutz consults and speaks

worldwide. You can follow her on Twitter.

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“See yourself as a sales leader, not a salesperson.”

-Mark Hunter

The Sales Hunter

@thesaleshunter

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“Your job now is not to close the sales but to help your

people close the sales.”

“You will accomplish your goals when your people

accomplish theirs.”

“Lead your people and let your people lead their

customers.”

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About Mark Hunter

Mark Hunter is “The Sales Hunter.” He helps

companies and salespeople find and retain better

customers. He is also a senior partner in MCA

Sales Leadership which provides sales strategy

programs for Fortune 500 companies.

He is recognized as one of the “Top 50 Most

Influential Sales and Marketing Leaders.” All of this

has him traveling globally nearly 200 days per

year, working with companies to help them grow

their top-line sales and bottom-line profits. Follow

Mark on Twitter.

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“The key to success is developing sales people who are strong self managers!”

-Steven Rosen

Executive Sales Coach, STAR Results

@stevenarosen

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“It is not your role to close every deal and put out every

fire for your salespeople.”

“Sales managers who become ‘super reps’ will never be a

‘super manager.’”

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About Steven Rosen

Steven Rosen, MBA, is the founder of STAR

Results.

STAR Results is a sales leadership coaching,

training and consulting organization dedicated to

leadership development.

Follow Steven on Twitter.

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“Instead of being special, make others special.”

-Tim Ohai

President, Growth & Associates

@timohai

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Engaging Your Team

“Commitment is all about people believing that whatever

you are asking your team to do is the right thing to do—for

the company AND themselves.”

“Empowerment is all about equipping people with the

time, money, and other resources needed to be

successful.”

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About Tim Ohai

Tim Ohai is the founder and president of Growth &

Associates, a community of experts that

specializes in sales enablement and sales

transformation solutions, with an emphasis on

maximizing the most critical of resources: people.

With well over a decade’s worth of experience in

developing sales team performance, he

consistently helps Fortune 500 companies design

and implement selling solutions internationally,

build sales systems that increase revenue and

customer loyalty, and create genuine coaching

cultures. He is often asked to consult larger, more

complex issues, especially around the topics of

redesigning sales organizations and leading

organizational change. Follow Tim on Twitter.

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Now Go And Lead!Thanks for watching!

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