Dear Manager,
In the hiring process, we all hope to come up with that very special find: an individual who exceeds our expectations and achieves greater success than their peers. These types of relationships are rewarding at so many levels they can seem almost magic.

Early in my agency’s growth, I was very fortunate to have one of these individuals join me in Portland to assume sales representative duties for a number of accounts. This was an individual who challenged and rewarded our organization, enjoying success far beyond that of the previous representative. That previous representative was me.

Until that time, most of my company’s rewards had come from personal efforts. This individual’s performance taught me the pride and fulfillment we receive in another’s success. I often think of this relationship with gratitude, and used it as a model for my company. I could never have fully appreciated these achievements without having personally serviced the territory. It was a great lesson.

It seems common for management of both leading manufacturers and sales agencies to minimize the need for their own field-level sales experience. This background is essential to get into the heads of their sales people. Without it, managers may lack the perspective to understand the day-to-day realities of sales associates. These are often the same managers who will speak of a commissioned sales associate in terms of a sub rep. Sub implies they consider their associates something less than a full representative. Why would a manager want to give this impression?

Showing respect and maintaining accountability are two very key elements in any management/sales relationship. Often, management does not fully realize and accept that these qualities have to be established first in their own offices. How can a manager hold others accountable if they have not held themselves accountable for training, proper follow through and timely compensation of their associates? Strong management is consistent.

There is a single standard for both management and associates. It is a high standard of integrity and performance for all involved. Only then can we attract and maintain long term relationships with the very best, at all levels and in all positions, in our offices and in the field.

While working with a regional sales manager who was “at odds” with some of my associates, I developed a list of what I felt were reasonable expectations when working with my organization.

FUNDAMENTALS OF STRONG MANAGEMENT

  • The most productive manager is one who can enhance and develop the best qualities in the associates.
  • All sales associates have established their own style. It is our responsibility to enhance and develop their style rather than expect them to mirror our own.
  • Mutual respect is the basic foundation of a successful working relationship. Confidence must be earned through follow up, empathy, encouragement and ongoing support.
  • Assume a supportive secondary role when working with associates. Never compromise the relationship between customers and associates.
  • Manage and motivate with knowledge, sensitivity and understanding of the associate. Align support through asking questions and a positive review of opportunities and concerns. Ask for their support in fulfilling your needs.
  • Demonstrate an awareness of their reality. Encourage an independent ability to achieve your mutual goals. Show an understanding of, andsupport for, their other responsibilities.
  • Challenge their own expectations while bringing out their best. At all costs, protect human dignity.
  • Develop a work with rather than work for attitude. Never manage through intimidation or false power. An independent sales associate’s ultimate responsibility is not only to you.
  • Approach concerns objectively. There is always more to the story. The wrong approach will diffuse your opportunity to resolve the initial concern.
  • A candid and productive relationship is always based on trust. <strong>Never compromise that trust.
  • Ask rather than demand, and anything can be accomplished.

These fundamentals are very basic, and can be understood by all. When applied at all levels of an organization, all individuals derive a greater sense of confidence in their ability to fulfill both personal and organizational expectations.

Only in the success of those around you can you be considered a success. In essence, their success must come first. There needs to be a single priority for all sales-driven companies: creating an environment for accomplishment. This single priority allows associates to maintain full control of their own ability to succeed. This empowerment also gives the associate ultimate responsibility.

When I give a task to an individual, I need the confidence that it will be accomplished. No one has time to baby sit, play games or deal with false egos. This wastes time in areas of no benefit to the organization’s overall objectives. It must be assumed that tasks for both management and its sales staff will be completed in a timely fashion.

When assigning a project to a member of my staff, I look for their input with regards to their ability to accomplish the goal. This effort avoids future misunderstanding concerning my expectations. If a staff member is unable to reach the objective, it is understood that they will be able to come to me with a revised completion date. Never lose touch with the human element in meeting assigned objectives. Expected and unexpected events impact each of our “well organized days.” Should delays occur, a simple discussion or phone call shows commitment and sensitivity to the needs and expectations of both parties.

Early in a working relationship I will often follow up an assignment to insure its completion. This develops an awareness of my expectations and a stronger sense of responsibility to meet our mutual goals. No one likes the unexpected. Simple and reasonable courtesies can, in most cases, avert frustration. When the need for future discussion occurs, focus only on your objective and its positive conclusion. Failing to address these concerns will only show acceptance, and reinforce unacceptable performance.

With these high standards, those around you will flourish or they will not survive. In many instances, those around you will rise to the occasion and, in fact, meet the standards that have been set. When problems arise, discuss them directly with the individual involved in a timely and open manner. Delays only lead to misunderstanding.

Over the years, I have seen manufacturers implement national standards as a reaction to policy abuse by some of their sales agencies. Rather than establishing national policies to address specific problems, manufacturers need to work directly with those agencies who concern them. All agencies should not be held accountable for the poor management of a few. Watch for this pitfall in the management of your own organization.

Always maintain a high level of respect for those you work with. Let them know your expectations. Give them the tools and authority to succeed in their arena. When I work in the field with an associate, I explain I am there to literally and figuratively carry their bags. In respect to their territory, my purpose is to do whatever I can to assist in their current needs and objectives.

Managers should assist, guide and support. They should not feel responsible for solving all their associates’ problems. Associates have ultimate responsibility for their own success. Thinking on their feet, problem solving and overall territory management should fall squarely on their shoulders. This is exactly what the very best associates want.

Personal Regards,
Keenan

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