The Exceptional Sales Manager | "Sales Manager" Archive

Shared success
Sales managers should give credit when it's due

by Robert King
for Virginia Business
January 2007

A sincere Happy New Year to all of you who take the time to read this column. Every year, we must take an objective look at our previous effort and make an evaluation of things that we did well, but more importantly, things that we can do better. The military services call it an after-action review (AAR). What does your AAR for 2006 look like?

One concept that is essential to our continued success is giving credit to those who assist you in your personal and professional execution. Allow me to expound.

A couple of months ago, I was at my son's friend's birthday party. Another father present worked for a company where I happened to know a few managers. So, I off-handily said, "Do you know 'so-and-so'?" He said, "Yea, he's my boss. I report to him." "Really? What do you think of him?" Now, sales managers, please pay careful attention to his response. "Well, he'd be cool if he didn't take credit for everything." I asked many more questions.

I learned that according to this team member, the sales manager in question was very interested in his own personal success and not interested in touting the achievements of others. Now, was the employee belligerent about it? No. But, he was obviously perturbed. Unfortunately, the oversight had happened repeatedly and his respect for the sales manager had finally evaporated.

Why do we as sales managers not give credit? Well, I could venture to guess many reasons, most of them stemming from individual insecurities or lack of work-confidence. Instead, let's focus on the potential benefits of giving credit to those who contribute to your personal effort and to the triumphs of your team.

Let's begin with an easy one. Those who help us everyday to be more effective and efficient are invaluable. If you have a personal/executive assistant that is supportive, give credit to show he or she is integral to your success. They will feel appreciated, looked after and will hopefully stay with you for a very long time.

Give credit to those who have bolstered you and who have given you the opportunities that you now have. These people will always remember that they are the ones that propelled you in or toward your present position where you are experiencing so much success. You can never give these people enough credit.

Credit those that surround you and those that report to you. The ideal squad works together to see the greatest results possible for the team, and in turn for their sales manager. The converse is absolutely true. Have you ever seen a team practically quit because of bad management? As long as you continue to give credit, your team will be dedicated to the group success, and ultimately, your success.

Last point: closet credit is not good enough. Maybe this has happened to you…one of your team members comes into your office feeling underappreciated for his effort and expresses it to you. You say something like, "Well, Jim, rest assured that the last time I met with the Board of Directors, I made sure that they knew of your contribution to this project." Now, wait a minute. The guy doesn't even know if you're being straight with him. If you get the word out there about Jim's involvement and dedication to all that will hear it, you will avoid these types of situations.

Send emails or memos. Make a point on conference calls. Tell your team members in team meetings. The kind of credit you need to give is public credit. It is earnest, boisterous and invigorating credit. The exceptional sales manager gives credit to those who deserve it and delivers it unselfishly with the intention of praising the commitment of one for the benefit of all.

Robert King is president of The King Consortium, founder of Executive Exchange and author of Are You An Exceptional Salesperson? He lives in Midlothian with his wife and two sons. To learn more about The King Consortium, visit: www.thekingconsortium.com.