It is impossible to maximize success without focus. Expecting sales managers to also carry an account list dilutes their focus.  You can’t be a good sales manager AND a competent salesperson at the same time.

A sales department of four or more sales reps requires a full-time, dedicated sales manager who can actively and strategically chart the course of sales efforts ensuring that everyone has the tools, support, and training they need to succeed. (An exception to managers who sell, are legacy accounts tied to either a general manager or sales manager through long-standing relationships).

You don’t have to hang off of a crane in order to understand, appreciate, or manage the installers! Some companies believe that sales managers who sell can lead by example.  I believe it’s better to have managers lead by leadership. Winning sales managers don’t need to perform the routine tasks of sales to stay in touch with the market. The sales manager’s job is much bigger than any one advertiser account. They should have a proactive process of prioritizing/categorizing company accounts.  Then among other things, sales managers should “courtesy call” accounts regularly in partnership with reps to assure customer satisfaction.

Because most sales managers come from sales, enlightened ownership understands that an insecure, novice manager will, under stress, revert to what they know best and are comfortable with, which is selling. Sales managers should be regimented and coached to succeed in management and not be distracted with active accounts.

My first sales job was in a very successful and intelligently run media operation. One of the largest businesses in the market only advertised with us only sporadically. It was handled by the general manager.  An enterprising sales rep made a proposal/promise, if management would let him take over the account, he would double billing on the account in the first 12 months or he would turn the account back to management. The rep did more than double the business, proving management’s attention and focus can never sufficiently build the potential of an account.

It can be very difficult to quantify the financial gain from a strong sales manager, therefore some OOH companies want sales managers to have a book of business to save on expenses. This structure telegraphs to the manager that their management skills aren’t worth what they are being paid, so they need to offset with active accounts.  Expense-driving an enterprise is managing the wrong side of the ledger. Companies should focus on driving revenue, not simply lowering expenses. (Exception: sometimes through financial necessity, managers need to build a book of business to hand off to a new sales hire.)

The culture of most sales departments is “co-oper-tition.”   When sales managers are also expected to achieve individual sales quotas, it erodes that dynamic. It can negatively impact team morale and collaboration. Sales managers are now also an internal sales competitor for inventory, sales resources, etc.

Smart local advertisers refuse to have their account handled by management. They insist on having a rep who will be focused on their business problems and solutions and not distracted by bigger challenges within the organization.

The best book written about local media sales management is “The Accidental Sales Manager”  by Chris Lytle (available on Amazon).  Chris teaches that media sales companies have better salespeople when their managers become better sales managers! The book includes three pages of important duties for an effective sales manager, illustrating it is physically impossible to be a good sales manager and also an effective sales rep.

If you want to sell more OOH faster in 2024, let’s talk.  My website is OOHSalesFaster.com.  Reach me at KevinJGephart@gmail.com

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