Last week I discussed the issue of why many senior managers opt for occasional meetings with their first line managers over regular field visits. I coined this practice as leadership by hearsay.
Now, I’d like to discuss the importance of leading by observation.
If leading from the front is axiomatic, then why does this argument fall upon deaf ears when it comes to the most important link in the sales chain; the 1st line manager? 1st line managers are critical to corporate success for many reasons. Among those reasons is that 1st line managers are very close to and respected by sales representatives as well as customers. They are the inextricable link between senior management and sales reps. They are the final source of interpretation for communications that flow from the executive team.
Whether senior executives care to admit it or not, 1st line managers often temper the tone of executive communication to the salesforce as they see fit. And when senior execs decide to communicate directly with the salesforce, reps invariably turn to – you guessed it – their 1st line manager for interpretation. A simple nod of the head, eye roll, or head shake, provides indication of the validity of the message from upon high.
Indeed, there is an abundance of research that argues that 1st line sales managers are critical to the success of any field sales organization. These managers are trained as much as practical in workshops and meetings before they are turned loose to bring home the bacon, eggs, toast, and the plate upon which it is served.
1st line managers are expected to use their training to leverage ride-alongs as the most effective platform for sales rep development. Through direct observation, coaching, and redirection, 1st line managers help reps hone skills to increase sales. While some senior managers shrug off 1st line management stress as a fact of life, I would offer that the challenge is more complex. They are almost universally denied hands-on senior leadership attention.
More to come..,
Chuck – Cogency Group
