Managing people

There are several ways to understand the concept of management, which is due to the fact that it has evolved a lot over the years. However, let’s go to the concept that, for me, is what makes the most sense among all:

Management is the set of activities directed and managed by a person whose responsibility is to ensure that predetermined goals are achieved at the end of the projects.

In addition, the manager needs to guarantee the satisfaction of the interests of the employees and partners involved.

For Curt Coffman, a global leader in employee consulting and client engagement practices at The Gallup Organization

The chain of events that leads to solid, sustained business results starts with great managers who challenge common management practice virtually every time they do it.

Browse the content

  1. The role of the sales manager
  2. What do the greatest managers in the world do?
  3. Conclusion

The role of the sales manager

People have totally changed the way they think, live in society and work. Consequently, the role of the manager within organizations has also evolved.

This made leading teams even more challenging, as on a team there are people with very different personalities, customs and abilities.

Far beyond just being concerned with controlling and executing what was planned to achieve the results, the manager needs to be concerned from the selection of professionals to their motivation throughout the process.

The manager must always seek to extract the best results from these people, in addition to ensuring that everyone is engaged in the process.

When we think about engagement, especially in sales, it plays a fundamental role in people management. After all, it is through him that the manager will keep his salespeople committed to the process.

As a positive consequence, when the engagement is well worked on a salesperson, he gets engaged customers, which increases his productivity and the company’s profit.

So, the following question may arise:

How to distinguish sales managers who, in addition to retaining valuable employees, also increase team engagement and extract its full value?

What do the greatest managers in the world do? 

According to Marcus Buckingham, author of First, Break All the Rules :

What do the greatest managers in the world do differently ( Simon & Schuster, 1999)?

The answer lies in rejecting conventional wisdom in four core areas of people management: selection, expectation, motivation, and development.


When it comes to selecting professionals for the sales area, the vast majority of managers seek to hire people who have time in the market in a given position.

When we talk about great managers, they are concerned about hiring people who have a profile, or they themselves favor the development of the strengths needed for the position.

Coffman defines talent as a set of strengths related to the profile and recurring patterns of thoughts, feelings or behaviors.

It explains the different results produced by those with the same skills and training.

To exemplify this difference, we compare 2 situations: a person who has only skills and a person who has the profile with the greatest potential, both with the same training.

The person who has only skills will have difficulty listening to leads, will not be empathetic and will always bring ready answers to the dialogue.

In addition, this salesperson may have difficulty focusing on solving lead issues.

Already the seller profile, in the same situation, be able to create empathy famous and difficult that will make the customer has a much deeper connection and, consequently, confidence will increase.

With talent, it is much easier to manage the relationship with each potential customer. Great managers, according to Coffman:

They look for salespeople whose profile will redefine how work gets done.


When we talk about expectation, for conventional managers, the first deal will always be to direct and specify all the steps they need to take to accomplish a specific task.

When we mention great managers, they will always be looking for a professional, who will carry out the activities without pre-establishing how they should be performed.

Following this logic, each professional decides which path to follow to reach the result, with the manager having the role of, in specific situations, ensuring that decisions are taken with safety and precision.

In addition, the manager must always be on hand to provide the best guidance.

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When we think about motivation, ordinary managers will always worry about finding their employees’ weaknesses. And, after finding them, they will worry about correcting them.

Feedbacks, in this case, point to negative points and are hardly really constructive for the recipient.

Great managers, on the other hand, are always concerned with developing their employees’ strengths.

They also try to find solutions for the weaknesses presented by their salespeople, but with the intention of taking advantage of and improving that talent that they already have.

Here, the feedback is motivating, it is focused on the positive points, leading the seller to want to improve and optimize their process continuously.


When we talk about professional development, we can understand it as a set of characteristics and knowledge that a person has, but wants to improve in order to evolve in his career.

Conventional managers believe that it is only necessary to develop the performance of the salespeople, classifying each one of them within the same process.

Great managers, on the other hand, seek to develop people and assess their individual performance, considering the logic that each professional has their own characteristics that need to be developed.

Thinking about professional development, a common path is the promotions that happen throughout the career. But is this a good alternative for any professional in any position?

No, says Coffman, because success in one role is not necessarily an indication of success in another.

In a recent conversation with our CEO, Vinícius Mayrink, about sales management, he brought me some insights related to promotions that occur in the life of a professional within the company.

Often the decision to promote a professional is not an assertive one. Especially in sales departments, the professional’s ability to sell is very different from the ability to manage.

Furthermore, when we promote a great salesperson, we are losing their ability to sell and generate results.

Great sales managers always work to find the right spot in a person’s profile.

They seek to reward the professional for their performance and strive to ensure that their profile is developed through new challenges, which do not necessarily need to be linked to promotion.


After this content, were you really able to understand the difference between average sales managers and great sales managers? I hope so.

From now on, we can consider that the manager does not achieve success if he does not take into account the people who are managed by him.

It is important that managers know how to choose the professional they want to work with, so that they have, in the long run, the desired talent.

After selection, the sales manager must let the salesperson perform their tasks as they prefer, taking care only to verify that this execution is leading the salesperson to success.

Motivation is also important and, for this, the manager must focus on constructive feedback, which will really encourage the salesperson to continuously improve.

In the end, it is up to the manager to decide what is the best way to reward a top performer seller according to the main characteristics he presents.

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