Bryan was a consistent top sales performer. Senior management considered him a superstar. He exceeded his quota by 20% every month, he landed some of the most difficult (and profitable) accounts, and he won the annual Top Sales Achiever award at three different companies.
After several years of stellar sales performance, executives in his division decided that Bryan was ready for the next step in his career. They promoted him to sales manager and put him over a team of 10 experienced sales reps in a fairly productive territory.
Over the next 18 months, sales quota achievement and team morale systematically dropped, while customer complaints and employee turnover accelerated. All of this was confusing to the executive team who enthusiastically supported his move into sales leadership. Most of all, Bryan was devastated. He had never experienced failure in his entire sales career, especially at this magnitude.
How could such a successful salesperson go from superstar to failure in such a short time? The explanation is actually quite easy.
Bryan could not make the transition from sales rep to sales coach. He was simply not hard-wired for the job.
First, he lacked the patience required for the job. He would quickly grow frustrated trying to teach his salespeople how to sell. After telling his sales reps what to do in a certain selling situation, they still couldn’t do it. They needed more time to develop their skills. He grew tired asking his salespeople over and over again why they were not meeting their quotas. His sales reps eventually gave up and tried to figure things out on their own.
Second, he “saved” sales. When he went on a joint sales call with his sales reps to observe them in the field, he would take over the sale. He created a “parent-child dependency” with his sales reps. Rather than allowing them to fail on a sales call and learn from their experiences, Bryan regularly jumped in to save the deal. His sales reps came to depend on him to close more and more sales – reinforcing his frustration. He closed a lot of sales, but those deals weren’t his to close. Therefore, the sales reps never learned from their mistakes or improved their performance. Instead, they needed him more and more to help them achieve quota.
Third, he couldn’t break down the sales process in a way that made sense to his sales reps. Although Bryan was a great salesperson, he couldn’t articulate what exactly he did so well. He was a naturally gifted salesperson with incredible instincts. Regardless of his attempts to coach his salespeople, they never seemed to be able to grasp the concepts and practices that came so naturally to him.
After his experience of diminishing sales and losing almost half of his sales team, Bryan decided to return to his first love. He left sales management and found a position doing what he was really wired to exceed in—sales.
This is not an uncommon pattern for some sales managers. Delivering tangible results through people is quite different than doing it on your own. Becoming overwhelmed by paperwork, escalated customer complaints, endless meetings, and salesperson drama, all without the joy of landing a new customer or the pleasure of building strong customer relationships, some sales managers eventually return to their roots and become a salesperson once again.
This is not a right versus wrong decision, but one that is personal and in the best interest of the individual, their family, and the company. The attractiveness of a management title, ultimately, does not outweigh the requirements of the job. In many cases, a company gets a very good salesperson on their team who possesses a strong appreciation for their sales manager.