Mastering the Art of Success
of the chair of culture, I say the reason that so many entrepreneurial
companies are deficient in the area of a proactive winning culture is
because of this sentence: p eople and companies tend to underperform to
their capabilities because we rush to the urgent at the expense of the
important. The difficulty with the things that fall under the umbrella
called culture is they aren’t urgent, just incredibly important.
WRIGHT
You have been clear on the importance of sales to building a
successful business, will you give more of a breakdown of the difference
be tween sales management and sales?
DALY
As I mentioned earlier, there is a huge difference. The best way to
explain that difference is my definition of sales management. A sales
manager’s job is not to grow sales. A sales manager’s job is to
grow salespeople in quantity and in qualit y. If sales managers grow
their salespeople, the salespeople will grow their sales.
One of the very first things I do when I go into a company is to learn
who’s in charge of growing the sales fo rce and what percent of the time
th ey are trying to go out and win business and what percent of the time
th ey are growing their people. The key to robust growth as an
entrepreneur is not to do it all yourself; but rather, to grow other
people in quantity and quality, and specifically, grow the salespeople in
quantity and quality because that is where your business is going to
come from.
The role of a salesperson, on the other hand, is to be in front of the
customer, the prospect, the client. Going wide, going deep, winning
new customers, growing the ones you have, and differentiating you
from the competition.
Sales management and sales are entirely different jobs and the
company and entrepreneur who gets it right is the one who will go to
the winning window.