Sales Management MM577 Oct 3, 2011

Abstract
Knowing how to properly coach and motivate a sales team is an integral part of being a good manager. The scenario stated in week five which involved Joe the sales rep and his manager exhibited various mistakes regarding training, communication, and motivation. The most important aspect of the scenario was the lack of initiative shown by the manager. If there was training, coaching, and more transformational leadership skills shown by “Mr. Manager” throughout the quarter, there would have been no need for him to accompany and embarrass Joe during the sales call at the end.

Sales Representatives have difficult jobs. They must be analytical, problem solvers, extroverted, great conversationalists, counselors, and the list continues. Whether or not these skills can be taught has often been debated but never proven. Although some great sales people may be born with the basic skills necessary to be successful, there is no disputing the need for and effective nature of sales training. Proper training was at the forefront of my mind when reading Joe’s scenario. However, the type of training he received, reinforcement, coaching, and motivation is the full responsibility of his manager. The sales call could have gone better if the manager had done a few things differently. The following sections will answer a few questions related to the managers post-sales coaching, what he could have said, and how he could have helped Joe during the call.
The end of a quarter is stressful, emotions are high and people are wired as they work to meet goals laid out to them by upper management. Going on a sales call with your boss would make anyone anxious, but to go on a call with your boss, end of quarter, when they’re already displeased with your