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As
I was refilling my bookshelves I found the following bullets from Dale
Carnegie & Associates, copyright 1967 and updated 1981. All the
information is highly pertinent for today’s biggest sales management
challenges; my white paper on The Job of Sales Management that is located on my Website is somewhat similar but
specific to the job functions of the sales manager. The list below
reviews management’s role in building a high-performance organization. At your
next management meeting, I recommend sharing this with your entire management
team and discussing how each person is working to accomplish the various
suggestions below.

The
experience of successful managers in organizations of all types and sizes has made it clear that certain functions, concepts and
principles must be understood and performed consistently to assure continued
success and effectiveness in dealing with their people:

Managers
must understand that:

  1. It is essential to influence others to cooperate toward achieving desired
    results — that the manager has value only in relation to an organization and the
    people who comprise it.
  2. The manager’s total personality, including the attitudes toward life and
    particularly toward people, will determine success or failure as a manager.
  3. The blending of the organization’s goals and the career goals of the individuals
    in the organization is of paramount importance. These goals are interrelated
    and must all grow and prosper in concert.
  4. The most important responsibility of a manager is to develop people and help to
    make them successful, since only successful people achieve important results.

Managers
must do the following:

  1. Focus attention chiefly on results to be achieved rather than things to be
    done. Everything that is happening should lead to the desired results.
  2. Plan and organize effectively to achieve these desired results. Direct and
    coordinate the efforts of everybody concerned with these results to do their
    best to achieve them.
  3. See that major objectives are divided into “bite-sized” pieces and properly
    delegated to appropriate subordinates with time targets for achieving expected
    results and with established controls and designated accountability to prevent
    deviation from what is expected.
  4. Establish effective performance standards so all concerned people will be
    geared toward attaining profitable action and will know what is expected of
    them and how their performance will be measured.
  5. Build a “results-getting” attitude in the organization so people will develop
    self-reliance and achieve their goals with confidence.
  6. Motivate subordinates to peak achievement.
  7. Be creative and help others develop their creative potential.
  8. Delegate effectively and maintain proper control so that what is planned is
    achieved.
  9. Maintain coordination of the efforts of all personnel both within and outside
    your organization so the interaction of these people will be focused on desired
    results.
  10. Know and strive to reach your own and the organizations continuing purpose and
    build this into your job and the job of your subordinates.
  11. Exercise and display the kind of leadership that will cause people to rally
    around the plans and exercise teamwork to get things done.

Ken Thoreson is one of the Resident Experts of The ASCII Group, which provides to
its MSP/VAR Community sales
strategies. Acumen Management Group Ltd. “operationalizes” sales
management systems and processes that pull revenue out of the doldrums into the
fresh zone.