According to a study by Gallup, 50% of employees leave their job to get away from their manager at some point in their career.
Specific studies within the sales industry show that the number might even be higher:
- 60-70% of salespeople cite poor management as a key reason for leaving their jobs, according to various sales consultancy and training firms.
I’m over ineffective, lazy sales managers who think managing is all about talking loudly and taking credit.
For some reason these are on the rise again. For a while there I thought we had almost gotten rid of them, and the KONA Group was seeing a great deal of brilliant people coming through who were actively taking part in sales management training to better themselves.
We are fortunate to say that, to date, we have not seen this with our clients as the majority have been with us for a very long time.
However, what we are seeing is an influx of new clients with people who have recently been “promoted” to sales manager and they are not taking it seriously or worse, they are blaming the team or environments for poor sales results….
Now, I am fully aware that it can be challenging to assess a sales manager’s effectiveness and work ethic, but here are some red flags that may indicate they’re not performing well or being dishonest:
Signs of Ineffectiveness:
- Lack of Results:
- Regularly missing sales targets but offering no actionable solutions or adjustments to improve performance.
- Claims that external factors are always the cause of underperformance without accountability.
- Poor Leadership Skills:
- Doesn’t provide clear direction or training to the sales team. Or value external training because they think they know it all
- Avoids difficult conversations or feedback with the team.
- High turnover within the team, which can indicate a toxic work environment or lack of guidance.
- Inconsistent or Unclear Communication:
- Regularly changes stories or explanations about strategy or performance, leaving the team confused.
- Vague answers when asked about sales forecasts, projections, or important metrics.
- Micromanagement or Total Absence:
- Either micromanages every aspect of the team’s work or is completely hands-off, offering no support or oversight.
Signs of Dishonesty:
- Exaggerated or Fabricated Numbers:
- Inflating or fabricating sales results or performance metrics to appear successful.
- Claiming deals are “just about to close” but they never do.
- Blame Shifting:
- Frequently shifts the blame onto other departments (e.g., marketing, product) or individuals when things go wrong.
- Avoids taking responsibility for failures or mistakes.
- Lack of Transparency:
- Refuses to share relevant information about deals, customers, or pipelines when asked.
- Frequently hides behind complex jargon to avoid providing straightforward answers.
- Grand Promises without Follow-Through:
- Makes big promises about new deals, partnerships, or opportunities that never materialise.
- Always talks about the future potential without delivering results in the present.
Behavioural Red Flags:
- Overuse of Buzzwords: If they often rely on sales jargon and buzzwords without offering substance or specific actions.
- Defensiveness: If they react defensively when questioned about performance or details, it might indicate they are insecure or hiding something.
- Playing Politics: Constantly trying to undermine others or playing office politics to appear more competent without contributing value.
If you’re seeing several of these signs, it may be worth investigating further, discussing concerns with upper management, or assessing the overall team morale and performance.
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Promoting someone just because they are good at sales or hiring someone who nearly fits, then “hoping” it will work out is dangerous as HOPE is not a STRATEGY!
Before they do real damage assess them and train them.
Yes, this will cost you, but how much will it cost if your sales drop, your company morale drops or even worse, your top salespeople move to your competition?
YES… this happens… Actually, a significant percentage of salespeople leave their jobs due to poor management. A survey by HubSpot revealed that 57% of sales reps have quit a job because of poor sales management, this suggests that the relationship with a direct manager is a major reason for employee turnover, especially in high-pressure roles like sales.
CLICK HERE FOR CONFIDENTIAL CHAT
According to a study by Gallup, 50% of employees leave their job to get away from their manager at some point in their career. While this isn’t exclusive to sales, it’s very applicable to sales teams where the manager’s leadership, guidance, and support can directly impact performance and job satisfaction.
Specific studies within the sales industry show that the number might even be higher:
- 60-70% of salespeople cite poor management as a key reason for leaving their jobs, according to many people we have interviewed and other various sales consultancy and training firms.
Salespeople often thrive on strong leadership, and poor management — whether due to lack of support, bad communication, or micromanagement — is frequently cited as a top reason for turnover in sales teams.
