This document discusses the differences between a sales manager who acts as a "divider" by doing all the work themselves, versus a sales manager who acts as a "multiplier" by developing their team. A sales manager should spend 50% of their time growing their people through selecting the right talent, assessing skills, focusing on strengths, providing recognition, and investing in their team. By activating the skills of their salespeople, a sales manager can stretch their influence beyond what they can do alone and build greater revenue through their team's efforts. Making this transition from a divider to multiplier requires time and effort but pays off in a more successful team.

1. THE CENTER FOR
SALES STRATEGY
Or just a Sales Manager?
Are you a Salespeople Manager?

2. THE CENTER FOR
SALES STRATEGY http://blog.thecenterforsalesstrategy.com/talent-insight
If your day is filled with things like...
Managing
everyone’s pipeline
Attending every
high-stakes meeting
Approving every
proposal

3. THE CENTER FOR
SALES STRATEGY http://blog.thecenterforsalesstrategy.com/talent-insight
++ You’re dividing yourself
• Stretching yourself to the breaking point
• Acting like a salesperson, not a manager
• Missing your biggest opportunities
• Having less fun than you should
(unless you’d rather be a salesperson than a manager)

4. THE CENTER FOR
SALES STRATEGY http://blog.thecenterforsalesstrategy.com/talent-insight
%% Multiplyyourself instead!
• Activate and grow your people
• Stretch your influence, not your workday
• Build revenue on their skills, not yours
• Fall in love with your job again

5. THE CENTER FOR
SALES STRATEGY http://blog.thecenterforsalesstrategy.com/talent-insight
There’s a huge difference.
Sales
Manager++ Salespeople
Manager%%the DIVIDER the MULTIPLIER

6. THE CENTER FOR
SALES STRATEGY http://blog.thecenterforsalesstrategy.com/talent-insight
What a Salespeople Manager does
SELECT ASSESS FOCUS NOTICE INVEST

7. THE CENTER FOR
SALES STRATEGY http://blog.thecenterforsalesstrategy.com/talent-insight
What a Salespeople Manager does
SELECT
• Understands that you can’t change people.
• Knows that people’s natural strengths can keep
growing and growing, but their weaknesses are
unlikely ever to improve.
• Selects people whose basic nature is to do what
they need them to do.

8. THE CENTER FOR
SALES STRATEGY http://blog.thecenterforsalesstrategy.com/talent-insight
ASSESS
What a Salespeople Manager does
• Understands that talents can be difficult to evaluate,
and therefore uses a sales talent assessment
instrument to measure each needed talent.
• Uses a talent assessment designed for sales,
not for all jobs.
• Chooses a talent assessment that is equally useful
after hiring, to help the salesperson grow.

9. THE CENTER FOR
SALES STRATEGY http://blog.thecenterforsalesstrategy.com/talent-insight
FOCUS
What a Salespeople Manager does
• To grow and develop the salesperson, zeroes in on
the individual’s strengths, not their weaknesses.
• Has a tailored development plan for each salesperson,
and evolves the plan as the person grows.
• Expects great performance in areas of strengths, and
helps find workarounds for areas of weakness.

10. THE CENTER FOR
SALES STRATEGY http://blog.thecenterforsalesstrategy.com/talent-insight
NOTICE
What a Salespeople Manager does
• Understands the power of recognition, and knows that
recognition is 9 parts noticing, 1 part celebrating.
• Catches people doing things right (5 times as often as
wrong). What’s noticed is repeated.
• Notices performance and achievement at least once
every 7 days.
*Just remember the Happy Hour Rule (5-7)

11. THE CENTER FOR
SALES STRATEGY http://blog.thecenterforsalesstrategy.com/talent-insight
INVEST
What a Salespeople Manager does
• Allocates as much time to growing the people as to
growing the revenue—and makes it obvious by their
actions. Be a Salespeople Manager 50% of your day.
• Devotes the most time to the most talented salespeople
on staff, to the ones who are receptive and growing.
• Schedules time each week to add new candidates to
the talent bank, and to stay close to the top candidates.

12. THE CENTER FOR
SALES STRATEGY http://blog.thecenterforsalesstrategy.com/talent-insight
Sales
Manager++ Salespeople
Manager%%
Most managers spend
too much time chasing business.
Not enough time growing their people.
90% or more of their week. Only 10% of their typical week.

13. THE CENTER FOR
SALES STRATEGY http://blog.thecenterforsalesstrategy.com/talent-insight
Move to 50-50
50% 50%
and watch your business take off.
Sales
Manager++ Salespeople
Manager%%

14. THE CENTER FOR
SALES STRATEGY http://blog.thecenterforsalesstrategy.com/talent-insight
The evolution takes some time, some effort, some resources.
And so are their people!
from DIVIDER to MULTIPLIER
...but every manager we
know is thankful they did it.
Sales
Manager++ Salespeople
Manager%%