Coach-Observe-Redirect-Evaluate
Field activity that occurs between a district manager and a sales representative during a ride-along is a well established practice. From pre-visit planning to post-visit review each sales call is pre-reviewed, pre-planned, observed, and specific skill feedback is promptly delivered verbally and in writing.
We know why it is crucial for district managers to work with sales reps. Sales rep development is critical to any organization dependent on direct sales for success. So, if 1st line managers are the most important conduit to the salesforce then shouldn’t we dedicate time in the field helping them become better at what they do? Wouldn’t that be better than just asking questions as they tell us what happened in the ring last week, last month, or last quarter in a so-called 1 on 1?
The best among senior sales leaders “inspect what they expect”. Just as 1st line managers are expected to do ride-alongs, senior sales directors must conduct ride-alongs with 1st line sales managers for the same reasons.
It is common for senior sales managers to schedule regular “1 on 1” meetings with 1st line managers to “drill down” into metrics. In this case, senior sales managers must be ready to accept whatever they are told unless they have had the leadership courage to conduct field ride-alongs with 1st line managers. I submit that district managers are often lost to seemingly poor metrics while others flourish buoyed by numbers that are not reflective of their inability to lead.
To be continued..,
Chuck – Cogency Group
