The B2B buying process is shifting, and as a result, selling as we know it has shifted, too. Until lately, salespeople had a lot of control. Armed with a territory, price structure, and targets, they could roam, free-range style. As long as they managed their territory and produced results. Sales management provided oversight, bridged with corporate, and could be hands off unless support was needed. But today sellers are different — and sales managers need to adapt.
If you want to thrive in this new era of sales, it is now up to you as a sales manager to think of territories, customers, and products as if they were a financial portfolio that you’ve invested in. You need to monitor the people, the money, and the allocation of time and resources expended in order to be sure things are moving along on track.
Since your salespeople are part of that investment, you have own their calendar, workflow, and time management. This is not micromanagement, because the rep doesn’t “own” the investment — the company does. After the death of selling as we know it, your role must adapt.