In the last blog, I quoted Dave Stein of ES Research who said that he found that one year after promotion of a top sales rep to sales manager, only 15% were still with that company.
This time examines some of the reasons they leave (by their own will, or by invitation).
Selection Mismatch - The very same factors that can lead to big success in sales become frustrations or liabilities on promotion to sales management.
Impossible Expectations - Sometimes Reps-Made-Managers are put in a turn-around situation, a crisis with causes unknown or unacknowledged, sometimes beyond their control. And miracles are expected, quickly.
No Preparation or Support - Sometimes companies think "How hard could it be?" (Even asking that question usually foreshadows a disaster of unforeseen difficulties!) When there's little understanding or respect for the hard, skillful work that leading and managing others is, people are expected to just "pick it up" somehow, on their own. Very few do.
Politics and Interpersonal Stuff - When Reps-Made-Managers are suddenly in charge of their former colleagues, it's tricky. Jealousy and resentment can turn into passive-aggressive behaviors, even outright sabotage. Sometimes very good reps who were "passed over" (or who don't want to work for the Rep-Made-Manager) take their careers elsewhere.
Please comment - has this hit the main reasons that sales reps usually fail when they are annointed to be sales managers? Have I left any big failure factors out?
Next blog - If all these things lead to failure, how do any succeed?
What do the 15% that survive - or the even smaller percentage that excel and enjoy it - know or have that companies can look for?
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