Monka recruitment

1. Doug has a wrong understanding of the work of the sales manager.

Before taking office, Doug's understanding of the position of sales manager was that it only took him a while to teach clumsy sales representatives to get on the right track. However, in addition to the responsibility of cultivating the sales ability of sales representatives, he also neglected the responsibility of building a sales team and handling daily affairs. Doug knew the mistake from the beginning. At the beginning of his tenure, he thought that most of his work was sales and leading sales, followed by taking emergency measures to solve the problems encountered by sales staff, perhaps spending 5% of his time dealing with interpersonal relationships and 5% of his time doing recruitment and other administrative affairs. He neglected that as a sales manager, training salespeople was his main job.

2. Doug lost his mind and became radical.

When he was elected as the sales manager, he was afraid that his performance would decline and he would be fired. Later, when the team he managed did not reach the quota, he personally developed customers, grabbed jobs with sales representatives and took active actions.

Doug didn't receive standardized training before he took office.

The training time is only 5 days and the training time is short; The training plan is chaotic, and the training content is aimed at VIP customers, but there is no training that highlights management ability, which leads to Doug's improper handling of affairs after taking office.

4. Insufficient preparation for taking office.

Doug had lunch with the regional manager on the morning of his arrival in Des Moines, and held the first sales meeting after lunch. Doug didn't analyze the sales staff in advance, so that the plan put forward at the meeting was not accepted.

5. Doug lacks team building ability.

Doug failed to coordinate the goals of the sales representative with the overall goals of the company, which made the goals of the team he led inconsistent.

5. Doug lacks self-management ability.

In Doug's first few months in office, overtime was common and everything was not handled well.

6. Failure to establish trust with the sales representative.

Doug asked the sales representative to submit a weekly sales plan, and he was tough when communicating with Tiffany, the sales representative. When Bill retorted that Doug had changed the plan, Doug said something hurtful and Bill resigned. When Doug hired a new excellent sales representative, all the sales representatives in the company complained that the whole sales team had a bad relationship and there was no reasonable communication and cooperation.

Do something beyond the scope of duties

Doug will help the top ten VIP customers to complete the quota and develop their own customers in the future, which will rob the sales representatives of their jobs and cause dissatisfaction among them. He didn't realize that what he should do was to encourage sales representatives to develop customers instead of doing everything himself.