4 Sales Manager Profiles:

Conductors excel at leading and generally lean more towards delegation and letting their team members run with their oversight.  They are excellent at identifying strength and weakness areas of each team member, allowing them to assign tasks to the best-fit people.  If a team member is under-performing, Conductors are straightforward and share their honest feedback.

Conductors value organization and goal-setting.  They plan well into the future and, like Drivers, set clear expectations so that everyone is aware of what their particular role and goals are. They are constantly thinking how they, themselves, and their team can grow and progress in their careers.

Conductors have to be careful, however, because they can come off as demanding or controlling, even though they have their team’s best interests in mind. Conductors can combat that from taking some advice from their Mentor counterparts who are skilled at inspiring a self-driven fire in their team members.

Numbers. Those are a Driver’s main concern.  They will not stop at nothing to achieve them.  Drivers always meet, and usually exceed, their quotas.  It doesn’t matter who is in the car with them; they will get to their destination.  Their teams are very successful and revered by colleagues.

Drivers value success.  They, like Conductors, have high expectations.  They know what they want. They lead from the front, showing team members where should be.

Because Drivers are so focused on performance, they often lack trust.  They may dismiss people too quickly, not giving them a chance to improve.  Instead, a Driver should view under-performance as an opportunity to hone leadership skills  – unless it’s a pattern of course. Teaching team members how to reach their numbers creates a more positive environment.

Engagers love to sell, sell, sell. Likely the top of the pack in individual contributor roles, they want to carry this through to their managerial roles. To ensure success, they often stick to their known strengths.  As selling is a big one, they likely stay close to the frontline.

Engagers lead by example and physically show their team members how things are done. Their leadership style is flexible, and they are easily able to go with the flow.

Teamwork and active collaboration is highly valued by Engagers. They want to help their team members who may be struggling, even if it means getting their hands a little dirty.  If their teams’ numbers are lower than they should be, Engagers will put extra effort into selling in order to fill in the gaps. After all, selling is their best asset.

As important as selling is, Engagers need to keep in mind that they need to manage more and leave selling to the team. Stepping out of their selling comfort zone will help Engagers expand their skill set.

Mentors have a balance of teaching, delegation and drive. They typically want a diverse set of team members skills and they are able to identify innate skills in each to further develop.

Mentors like to teach.  They demonstrate how something is done and then let other people try, leading from the front and the back.  They view failures as learning opportunities, knowing that no one is perfect. They provide constructive criticism when they need to do so.  With their teaching approach to leadership, Mentors are best suited for environments in which people want to learn and where mentors have the freedom to build their hiring profile.

Mentors value teamwork and effort.  They know it takes time to get into a groove, so they are usually happy as long as their team is trying their best.

Because Mentors giving more rope than other profiles, at times, it’s too much rope and their desire to teach and develop can get in the way of the top line. They may need a little Driver in their world to help provide perspective on when to fish or when to cut-bait.

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