Professionalizing in sales? It starts with you as an entrepreneur
You started your business with a clear motive: entrepreneurship, bringing in customers. Sales was your strength, your energy, your formula for success. But now you are running out of time. Your schedule is full, your customer contact is dwindling, and you feel it’s getting syrupy. When is the time to let go of sales? And how do you ensure that your business continues to grow, without you having to be on top of everything?
As a Managing Consultant at Velde, I have been guiding entrepreneurs in building professional sales organizations for years. From that role, I see up close how difficult it is to let go. In this article, I’ll take you through what I see happening in practice, and provide insights that can help with this important step.
Letting go hurts
Sales are often the beginning of everything. You yourself were probably the first and perhaps the best seller of your ideas, products and your business. It feels like something that belongs to you. It’s your approach, your way and your success story. And then suddenly you have to leave that to someone else. That chafes.
What I often see is that entrepreneurs want the sales colleague to do it “my way. Then when things are handled differently, it immediately feels like things aren’t going well. Then it’s tempting to take the wheel again. But if you want to grow, you have to learn to trust. That also means giving others room to do things their own way. As long as the result is there.
Are you inhibiting growth?
Often the first signal is that you are being lived by your schedule. You no longer get around to talking to customers, let alone following up. Your sales are stagnating for no apparent reason. You feel that you can no longer manage on your own.
This also affects your strategic plans. If you don’t have time to follow up with customers, you certainly don’t have room to think about tapping into a new market or other growth opportunities for your organization. Your organization’s potential is hampered. Unconsciously, you are the one getting in the way of growth. This can lead to frustration and a feeling of powerlessness.
You’d like a solution that can help you better manage your priorities to get your business back on track.
The first step
Often it starts with hiring an account manager. With that, as a business owner, you keep control. You have someone doing the execution, but you continue to direct and control yourself. That feels safe.
Some business owners choose to hire an operations manager first and continue to do sales themselves. Or they choose someone who provides administrative support so they can continue to talk to customers themselves. It often depends on where the biggest pressure is and what you find hardest to let go of: technology, operations or commerce.
But hiring your first account manager is a logical and common first step. With that, you can slowly get used to the idea of delegating.
– Egon Versmoren
Between control and trust
Giving freedom without results produces tension. Then it is difficult to determine whether it is because of the person or the lack of proper guidance. What I often see is that entrepreneurs in such a situation are tempted to do everything themselves again. While it is actually important to investigate where things are going wrong. Does the salesperson have clear frameworks? Does he know what is expected of him? Does he have the confidence to make his own decisions? Am I not breathing down his neck too tightly?
That area of tension is the most difficult for many entrepreneurs. You want to let go, but only when things are going well. And things only go well when you let go. That makes it a tricky circle.
I have had clients where the entrepreneur literally listened in when the account manager was making appointments with customers. That creates a kind of culture of fear. While these same people, when given a little breathing room, often function just fine.
When a sales manager?
Once you have multiple salespeople and the overview becomes blurred, the need for management arises. Many entrepreneurs do not have the time or experience to manage on a daily basis. Then it’s time for an assistant foreman or sales manager.
In practice, I see that companies often first look for a solid account manager who can later grow into a management role. But that’s tricky. Because a good salesperson is not automatically a good manager. And if you discover only after two years that someone cannot handle that role, you have lost valuable time and his good salesperson is demotivated.
A cooperating foreman is often a good intermediate step. Someone who understands the content of the team, but who can also provide structure. With larger teams or at the next stage of growth, the real sales manager then comes into the picture.
Finding the right match
You recognize a good sales manager not only by experience, but especially by personality and the right approach. What does someone consider important in his management? How does he deal with resistance? Does he have experience in providing structure in an environment where that is lacking? Can he enthuse and is he empathic?
Look beyond market knowledge or experience in the same industry. Precisely people with a different perspective often bring a lot of innovation. That is exciting, but also often delivers the most.
A profile helps. And stating your expectations. What should this person accomplish in the first year? When will you be satisfied? What competencies are needed for this? With this you can search and test in a targeted way.
Space or direction?
Space or direction?
Too much freedom or too little direction: both can hinder your sales. If employees are constantly standing at your desk asking questions or seeking confirmation, you are probably not giving them enough space. They are afraid to make decisions because they are afraid to make mistakes. The solution lies in clear agreements. What does someone have to agree on? What can he decide independently? What reports do you expect? These frameworks give direction without suffocating.
Good cooperation occurs when both parties trust each other, communicate clearly and want to build results together. Letting go of sales is not a sign of weakness, but of growing leadership.
Tips for the entrepreneur:
- Give direction without stifling
- Set clear frameworks and express expectations
- Dare to allow mistakes as part of the learning process
- Schedule an ROI call after six months to evaluate together
Tips for the sales manager:
- Clearly agree in advance on your role and mandate
- Show in practice that you are doing the right things
- Bring structure and consistency to the team
- Use your first period to build support within the team
- Be open, honest and transparent
- Answer before the question is asked
Ready to let go?
Are you ready for the next step, but not sure where to start? You’re not the only one. Many entrepreneurs feel that something needs to change, but get stuck in the daily hustle and bustle. These four steps will help you get moving:
- Map your own role: Where do you get energy and pleasure from and where do you inhibit growth?
- Inventory the need: Do you need support in execution or in direction?
- Establish frameworks: Make clear what is expected of a new sales role
- Dare to take the step: Perfection is not a prerequisite for getting started. Start and learn along the way
Letting go does not begin with a vacancy, but with a decision. A decision to make room for others – and thus for growth. Give yourself and your organization the opportunity to develop further.
Take that first step.
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