| When you are promoted to sales manager, you will | | | | becomes that much more of a temptation. Implement |
| likely have high expectations and big ideas for your | | | | an accountability policy and then stick to it, no matter |
| new position. One important thing to be aware of | | | | what. This does not mean that you should fall into |
| however, is that the people under you, especially if | | | | another common managerial trap however, becoming |
| they were once your co workers, may not be as | | | | a control freak. Intimidation of your staff will only get |
| enthusiastic about your promotion as you are. So what | | | | you so far, and will ultimately cause resentments and |
| do you do. For one thing, you avoid the common | | | | lead to poor productivity. |
| mistakes outlined in this article beginning with: | | | | Offering backhanded praise. What does this mean. |
| Thinking that you know everything. Before you say, I | | | | Many managers do this without realizing it. They praise |
| do not think that I know everything, think again. Your | | | | someone and then take a minute to point out |
| new position puts you in the position of leadership and | | | | something that this same person has done wrong, or |
| authority over the single most important driving force | | | | needs to work on. Constructive criticism is fine and is |
| of any company, the sales team. Management, | | | | also necessary, but keep your praise separate from |
| however is a continuous learning process so make | | | | your criticisms and everyone, including you, will be |
| sure that you learn and take criticism from both those | | | | happier and more productive. |
| senior to you and those who work under you. | | | | Offering rewards to the high performers only. Of |
| Trying to please everyone. The old saying is true, you | | | | course you want to reward your highest performers, |
| really cannot make everyone happy. It is tempting to | | | | but you should not concentrate on providing only the |
| agree to every request, but in the long run you will just | | | | rewards that they are interested in. Ask for the input |
| end up frustrated, exhausted, and overwhelmed by | | | | of all of the members of your team, and offer sales |
| demands. Be diplomatic and do not be afraid to say no | | | | training seminars as an alternative for consistently poor |
| when you need to. | | | | performers. |
| Not holding your staff accountable. Even the best and | | | | These tips will help you to become an effective and |
| most conscientious sales people will slip up | | | | successful sales manager. |
| occasionally, and if there is no accountability then it | | | | |