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There is a lot written about the importance of sales management, but not a lot written about how to value sales management.  As a sales manager, what is your primary value to the organization?  Are you doing it?  This podcast discusses the main purpose of sales management, and a simple way to value it.   First line sales managers are responsible for a lot of things - hiring, firing, planning, reporting.  But in essence, their primary role is improving team productivity.  This is true for all management.   But in sales there can be a very clear trade-off, because the money spent on a sales manager could be spent on a quota producing rep.  So essentially a manager needs to improve their team’s performance by AT LEAST one rep’s quota.  For example, if they manage 10 reps, that team must produce like they have 11 reps, so the manager should add 10% productivity to their team.  If they manage 5 reps, they need to add 20% productivity.   Of course, this productivity is built into the quota model.  And very rarely do organizations decide to fire managers and replace them with more reps - but we have all seen re-orgs that increased the manager to rep ratio.   So why am I talking about this?  Because in today’s crazy world there are a lot of demands and distractions - especially for sales managers.  My point is the old saying - the main thing is to keep the main thing the main thing.  And as a manager, your main thing is team productivity.   So, the next time you are debating where to spend your time - ask the following questions: - Will this activity directly produce revenue? - Will it make my team more productive? - Will it make one of my reps more productive?   And if you’re a second line manager (or higher), use the same tests on the requests you’re making of your first line managers.  Are you giving them the time & freedom they need to focus on their team’s productivity?   A lot more could be said on this, and I will in future podcasts, but for now, use this lens to assess your role and focus as a manager.

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