What if the sales manager doesn't want to take care of it?

It is difficult to recruit sales staff, which is the same problem encountered by many sales companies at present, and the recruitment of sales executives is even more difficult. Because the recruitment of sales executives is different from that of front-line sales personnel, it is difficult to recruit a sales executive who has both sales ability and can lead the team, and at the same time, the three views are completely consistent with corporate values. I always say that good sales executives don't jump ship at all. Why? It has long been recommended by headhunters or acquaintances, and good sales executives don't need to submit resumes. Since the sales director is so difficult to recruit, is it okay to promote one from within? The answer is of course yes!

I remember a slogan in the beautiful college building, which still impresses me. It is called: the general must start from the pawn and the prime minister must start from the state department. This probably means that the selection and appointment of supervisors must come from the front line, otherwise, just like Zhao Kuo, it will only be an armchair strategist and delay major events. Therefore, sales executives are generally selected from front-line sales staff.

But, Miss Li, our sales manager doesn't want to be a supervisor. What shall we do? This is a question I have been asked recently, and it has really bothered many people for a long time.

On this issue, let's talk about the relationship between team and individual. Recently, I am reading The Road Few People Walk by Dr. scott parker. I have read this book for a long time. When I read it fifteen years ago, there were only four books. There are eight books now. I read it on wechat. Now I have read the fifth book, but I can't remember which one it is. Dr scott parker mentioned a question about the relationship between team and individual. Personally, I think it is really classic. Let me quote here. If a team is strong, everyone in the team is weakened, especially individual personality and free will. On the contrary, everyone emphasizes his own personal will and personality, so the strength of the team will be weakened. From this perspective, everyone in a team can give full play to their potential and do things according to their own ideas. Theoretically, it would be great if peter drucker said, "We hire employees' brains", but this is really only theoretical. Too much freedom will lose the sense of team identity, so! Team management is really a difficult topic. No matter what happens, it is a matter of degree. Grasping this degree really needs a little level.

Anyway, it is normal to imagine that excellent salespeople are unwilling to be supervisors. The key depends on the attitude of the company's top management. Maybe people think that being a supervisor doesn't earn more money than doing sales, maybe people think that they are not suitable for managing people at all and don't want to manage people, or maybe people think that it is good to maintain the status quo (this is a dangerous idea, if you don't advance in sales, you will retreat) ... Whatever the reason, you can communicate and guide him as a competent department, but you must not force him.

I think this is a question of corporate identity, because the employees of this enterprise just want to make money and satisfy their own personal interests, and they don't want to take on more responsibilities at all. At this time, how can we not say that this employee is too selfish, not enterprising, and can't just label employees? We should reflect more. Is there a problem with our sales staff training system and process?

First, cultivate employees' love for the enterprise.

A very important reason why salespeople are unwilling to be supervisors is that employees have insufficient confidence or belief in the enterprise. No matter whether the company is in prosperity or adversity, if the company can firmly engrave its mission, vision and values in the bones of its employees and inspire their sense of mission, then every employee will be full of responsibility and willing to take on more responsibilities.

For an enterprise, it is not enough to motivate sales staff only by money. Everyone has heard of Herzberg's two-factor theory. Money is only a health care factor, and the sense of accomplishment and challenge of work itself is the incentive factor. Therefore, our enterprise should not only pay attention to performance, but also pay attention to cultural construction, and both hands should be hard.

Second, do a sense of ceremony in talent training.

Regarding human nature, some people say that human nature is good, while others say that human nature is evil. I won't discuss this topic today, and my current technology is not clear. However, it is an indisputable fact that human nature is lazy. Laziness in action can be seen at a glance, indulging one's own desires, eating, drinking and having fun, and finally living a life of walking dead. Mental laziness has a mask, so it is not easy to be found. In the book Thinking, Fast and Slow, Daniel Kahneman talked about the first system of making decisions based on intuition and the second system of rational thinking. Most of the time, we use the first system to make decisions.

The first system is the intuitive feeling system. Then the problem is coming. None of us want to change our current living conditions. This is the so-called comfort zone. I do a good job in sales. I don't want to be a sales executive. I have to relearn how to be a supervisor. What should I do if my income is adversely affected by the surroundings? From comfort zone to challenge zone, it is full of all kinds of unknowns and uncertainties. Although the second system tells you that you can only grow if you change, the first system tells you, what are you messing around with? This is man's thinking mode, and this is man's nature.

Therefore, enterprises should find ways to guide and make a sense of ceremony in talent training, so that every salesperson has a clear career plan and career path. The world is always changing. If you don't take a step forward, you will face the fate of being eliminated. Do a sense of ceremony in talent training, let excellent sales staff see the value and bright spot of sales supervisor, and let employees dare to go forward and try and make mistakes. Only in this way can they really make him move and take action.

Third, the evaluation dimension of sales executives should be comprehensive.

I also met a situation where an enterprise promoted a very good sales champion to a very poor supervisor. The choice of sales director depends not only on his wishes, but also on his ability. Not every excellent player is fit to be a football coach. (hey! How do I write football? Sin! The evaluation of sales executives needs to look at these dimensions: individual sales ability will start from pawn! Team management ability, this is really a bit difficult, but management ability can be cultivated slowly! The key is whether he highly agrees with the company's corporate culture values. Corporate cultural values gradually fade from top to bottom, and the recognition of grassroots values is not so high! See if he wants to, because sales and management work are different jobs, sales work is more likely to bring people a sense of accomplishment, and managers are more behind-the-scenes heroes, achieving themselves by achieving subordinates. When selecting a sales executive, in addition to watching his performance and listening to his campaign report, we should finally do a public opinion survey to see if he has a mass base. This is what we call personal charm.

Only by sorting out the system and process can we find the root of the problem. Regarding the matter of "No.1 scholar is unwilling to be a supervisor", I think it is divided into three steps: 1, to determine whether he is a really suitable candidate, and to conduct polls in addition to evaluation; 2. Talk to him to find out his real thoughts and career plans; If it really doesn't work, you can only give him up and find someone else.