Shifting from Sales into Management – a challenge often underestimated but rewarding if you move for the right reasons.
Embarking on a journey from being a driven salesperson to assuming the role of manager in whatever capacity is a significant career progression and has been one of my biggest career challenges to date. The step up represents a transition from individual contributor to a leadership position, encompassing broader responsibilities and a more comprehensive view of the organisation. While this transition can be rewarding, and certainly has been in my case, my experience is that it also comes with an equal share of challenges. Challenges which are not always identified due to the “Well he/she is great at their current job so surely they will be equally great in their new role” mindset which is present in many organisations.
In this weeks’ blog, I want to share some of the key challenges I faced moving from sales into management and offer insights into how to navigate them. Before we start, it is important to recognise that moving from a sales position into any management role is a significant change which requires developing additional knowledge and skills. The move can increase workloads and sometimes reduce income (with the removal of bonus/commission), so it's best to take time to ensure you have a good reason to move over to management.
Shifting Mindset
One of the primary challenges in transitioning from sales to management is the need to adopt a different mindset. This was my biggest challenge. As a salesperson, the focus is primarily on personal targets, customer relationships, closing deals and you are considered to be doing well when you hit your sales targets, regardless of any other factor in the business. You look after yourself and have (mostly) friendly competitions with your peers, with all team members pushing to have the best numbers. However, as a manager, the scope expands to managing teams, developing strategies, and achieving organisational goals. Shifting from an individual contributor mentality to a strategic, big-picture mindset can be demanding and I am certain that if some of my reports from the earlier years were to comment on this, they would agree that at times, this got the better of me. I really struggled aligning my team and (although I would blame everything else), this was due to culture – something I had no idea about in the early days of my first management position, and lack of skills on my part.
Managers must enhance their skills in critical areas such as leadership, decision-making, and strategic thinking, areas and these skills are not always attached to a sales function. Seeking mentorship from peers, enrolling in relevant training programs, and actively engaging in self-development ( for me, through reading and coaching, would recommend Steve Nicol at www.goodstuffcoaching.co.uk) can help facilitate this shift in mindset. My experience is that empathy was the key and continues to be the key in my journey to develop into a better leader. Taking time to park pre-determined beliefs, shifting focus to view a situation through another’s eyes continues to allow me to make better choices, gain a broader understanding of my environment and ultimately develop my mindset.
Broadening your Skill Set
While sales expertise is undoubtedly valuable and a key part of a business, the role of a manager demands a far broader skill set as they set out to align their team towards success. Moving beyond sales-specific skills, managers need to possess a range of competencies such as financial acumen, operational understanding, human resource management, HSEQ and organisational strategy. They require to be more rounded in terms of their skill set as these new responsibilities require a deep understanding of various functional areas within the company. My experience is that you can’t take this stuff for granted and it takes time and deliberate focus to develop these competencies. As a manager of your team, the buck stops with you after all!
To address this challenge, aspiring managers can seek opportunities to expand their knowledge and skills. This may involve cross-functional projects, shadowing colleagues in different departments, or pursuing further training and development. I have been part of a team which regularly would hold presentations on their functions to allow greater learning on areas which can be complex (Finance in particular). Another support for me during my career has been building a strong network of professionals from diverse backgrounds. The more diverse the better and I am lucky to have a peer network who can always provide valuable insights and perspectives.
Re-defining critical Relationships and Communication
As a salesperson, building and maintaining relationships with customers is crucial. However, as a manager, the focus shifts to managing relationships with internal stakeholders, including employees, peers, and executives where alignment to serve customers is the new goal. Effective communication and relationship management become critical for success in this new role. Conflict resolution is o
To excel in this aspect, developing strong interpersonal and communication skills is essential. Managers must be able to communicate clearly, inspire and motivate teams, and resolve conflicts effectively. Seeking feedback, practicing active listening, and honing negotiation and persuasion abilities can greatly assist in managing relationships and fostering collaboration. Feedback is particularly important and providing you have a culture of trust in your team, positive and constructive feedback is both needed and welcome. I am better today because my peers have trusted me enough to give me constructive feedback on areas where I have been blindsided, it really is a gift.
Balancing Tactical and Strategic Focus
Sales roles often require a more immediate and tactical focus on meeting quotas and driving revenue. In contrast, managers must balance both tactical and strategic considerations. While still ensuring short-term targets are met, they must also think long-term, envision the organisation’s future, and make decisions that align with the overall strategic direction.
Finding the right balance between the tactical and strategic can be challenging. Managers should allocate time for both day-to-day operational tasks and strategic planning. Delegating responsibilities to capable team members and setting clear expectations can help in effectively managing this balancing act.
Transitioning from being a salesperson to a manager is a significant step in one's career, but it comes with its fair share of challenges. Shifting mindset, developing a broader skill set, managing relationships, and balancing tactical and strategic focus are just a few of the difficulties one may encounter. However, with dedication, continuous learning, and a growth-oriented mindset, these challenges can be overcome.
By recognising and proactively addressing these obstacles, aspiring managers can navigate the transition successfully. Embracing new responsibilities, seeking opportunities for growth, and honing crucial skills will pave the way for a fulfilling and successful career as a manager. Stepping up and taking on new challenges is my thing, so I have, and continue to, enjoy that journey however I have friends and peers who prefer to stay in commission-based sales roles, have no interest in stepping into more challenges and potentially less money, and have a great work/life blend. It’s an amazing journey, filled with adventure and challenge but it is also not for everyone so if you are considering the move up, it may be best to work out your why before you sign that contract!