and coach an effective, stable, harmonious and profit generating sales force."

Most sales managers that I have met over the years are involved in training and/or coaching their staff on a regular basis. Some are stronger and more effective than others in performing these tasks. Most are always seeking new sources of ideas to share with their salespeople because t

In most organizations, sales managers are very busy people. They seem to have several balls in the air every minute of the day. For the most part these are often very tasky in nature. However, as a foundation to virtually every sales manager's position, there are 3 Primary roles.

First: "Protect the assets of the business."

This should be obvious but it certainly isn't to some sales managers. The assets of the business doesn't just refer to cash and inventory. In fact, I'm referring mainly to the reputation of the business. While cash and inventory are usually insured by outside insurance companies, reputations of organizations are 'insured' by the way managers choose to conduct business. Managers that don't conduct business ethically leave the business severely 'under insured'

Second: "Remove obstacles to doing business."

Again, This should be fairly obvious. At the very least it should make sense. Why is it then that managers and even business owners put procedures and systems in place that actually create roadblocks to a prospect desiring to conduct business? An example would be an automated telephone system that does not have the option to speak with a real person ... ever. Another example would be where salespeople are undertrained in the skills needed to properly serve prospects, which leads into the third point.

Third: "Train and coach an effective, stable, harmonious and profit generating sales force."

Most sales managers that I have met over the years are involved in training and/or coaching their staff on a regular basis. Some are stronger and more effective than others in performing these tasks. Most are always seeking new sources of ideas to share with their salespeople because th

p>This should be obvious but it certainly isn't to some sales managers. The assets of the business doesn't just refer to cash and inventory. In fact, I'm referring mainly to the reputation of the business. While cash and inventory are usually insured by outside insurance companies, reputations of organizations are 'insured' by the way managers choose to conduct business. Managers that don't conduct business ethically leave the business severely 'under insured'

Second: "Remove obstacles to doing business."

Again, This should be fairly obvious. At the very least it should make sense. Why is it then that managers and even business owners put procedures and systems in place that actually create roadblocks to a prospect desiring to conduct business? An example would be an automated telephone system that does not have the option to speak with a real person ... ever. Another example would be where salespeople are undertrained in the skills needed to properly serve prospects, which leads into the third point.

Third: "Train and coach an effective, stable, harmonious and profit generating sales force."

Most sales managers that I have met over the years are involved in training and/or coaching their staff on a regular basis. Some are stronger and more effective than others in performing these tasks. Most are always seeking new sources of ideas to share with their salespeople because t

gers that don't conduct business ethically leave the business severely 'under insured'

Second: "Remove obstacles to doing business."

Again, This should be fairly obvious. At the very least it should make sense. Why is it then that managers and even business owners put procedures and systems in place that actually create roadblocks to a prospect desiring to conduct business? An example would be an automated telephone system that does not have the option to speak with a real person ... ever. Another example would be where salespeople are undertrained in the skills needed to properly serve prospects, which leads into the third point.

Third: "Train and coach an effective, stable, harmonious and profit generating sales force."

Most sales managers that I have met over the years are involved in training and/or coaching their staff on a regular basis. Some are stronger and more effective than others in performing these tasks. Most are always seeking new sources of ideas to share with their salespeople because t

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