From the top

 Is Your Sales Problem Really a  Sales Leadership Problem?

By Greta Schulz

Hiring a sales training company is common place in today’s top corporate organizations. That’s great, but without sales leadership training, it will be a waste of your money.

Selling and leading a sales team are two different things. In fact, good salespeople often prove to be poor sales leaders.

According to international research on sales training and sales-force effectiveness, many sales leaders and frontline sales managers are given little or no support toward leadership competence and effectiveness. Many sales leaders and frontline sales managers say they were given no formal training in sales management practices, either before or during their tenure as a sales manager, according to SmartCompany, a business information website.

Perhaps the way to solve the problem of “how to sell more” is to start with solving another problem: how to raise the standards of sales leaders and frontline sales managers to lead and manage sales teams better. Here, five considerations:

• Promoting your best salesperson to manager. Lack of leadership training and experience can lead to ineffective managers. They’ve simply never been trained in how to perform these roles. Often, they jump into the middle of a sale and help close it, which is all they know how to do. This is not leadership.

• Leaders balance between selling and leading. Most frontline sales managers are not leading or managing their sales team because they are also out in the field selling, or taking over sales calls from their people and calling it coaching. They do not have much time to actually lead, manage or coach.

• The role of being a ‘sales data reporter’ to senior management. Sales leaders often are stuck behind their desks, focusing on numbers and outputs, managing information and producing data and reports for senior management. Not only do most loathe this part of the job, they are often not very good at it.

• Hiring right. “Hire slow, fire fast” is the mantra for today’s salesforce hiring. Sales leaders say they don’t have this luxury. They say they must fill open slots with quick hires to get bodies in the field. This results in a number of issues. Turnover is only one of them.

• Being reactive, not proactive. With rapid change a constant, sales leaders are under immense pressure to perform, with little time to be strategic and plan. They often react to the markets instead of analyzing and strategizing for the future.

Sales leaders need support and training that helps them learn what their jobs really require. Don’t leave it up to them to figure out—chances are, you will get only a senior salesperson with a title. ♦

Greta Schulz is president of Schulz Business, a sales consulting and training firm. She is the best-selling author of “To Sell is NOT to Sell” and works with Fortune 1000 companies and entrepreneurs. For more information or free sales tips, go to schulzbusiness.com and sign up for “GretaNomics,” a weekly video tip series, or email sales questions to greta@schulzbusiness.com.

You May Also Like

State Legislature Drops the Job Growth Ball

By Gary Press   With Florida facing historically high unemployment because of the COVID-19 pandemic, one would think our state government would be pulling out all of the stops to

Rethinking Sales Today

Today, more organizations increasingly are facing more competition, rapidly changing technology, slower market growth and less product differentiation. This trend requires business development professionals to manage more accounts, build stronger

The Future of the Office

[vc_row css_animation=”” row_type=”row” use_row_as_full_screen_section=”no” type=”full_width” angled_section=”no” text_align=”left” background_image_as_pattern=”without_pattern”][vc_column width=”2/3″][vc_column_text] As I talked to my many office tenants in the first few weeks of the national shutdown, they were pleasantly surprised

Is your sales manager managing time well?

Is your sales manager balancing priorities properly? How do you know? Today a big question faced by most executives is, what is my sales manager doing and what should he

Other Posts

And Justice For All

By Monica St. Omer   Monica St. Omer has been working with me for eight years. She is my right-hand but so much more. She is a wonderful soul who

Keeping us connected

As a company that doesn’t directly serve the general public, SBA Communications might be called the quiet giant of the South Florida business scene even thought it’s on the S&P

Lessons learned

As I write this column, South Florida has yet to enter into a phase one reopening, lagging the rest of the state. I hope readers and their businesses are negotiating

Home-based work becomes a new normal

By Jennifer Flanagan Widespread office closures in the wake of the COVID-19  pandemic sent millions of white-collar employees home to work. This left the employees and their managers, some of

Drew Limsky

Drew Limsky



Drew Limsky joined Lifestyle Media Group in August 2020 as Editor-in-Chief of South Florida Business & Wealth. His first issue of SFBW, October 2020, heralded a reimagined structure, with new content categories and a slew of fresh visual themes. “As sort of a cross between Forbes and Robb Report, with a dash of GQ and Vogue,” Limsky says, “SFBW reflects South Florida’s increasingly sophisticated and dynamic business and cultural landscape.”

Limsky, an avid traveler, swimmer and film buff who holds a law degree and Ph.D. from New York University, likes to say, “I’m a doctor, but I can’t operate—except on your brand.” He wrote his dissertation on the nonfiction work of Joan Didion. Prior to that, Limsky received his B.A. in English, summa cum laude, from Emory University and earned his M.A. in literature at American University in connection with a Masters Scholar Award fellowship.

Limsky came to SFBW at the apex of a storied career in journalism and publishing that includes six previous lead editorial roles, including for some of the world’s best-known brands. He served as global editor-in-chief of Lexus magazine, founding editor-in-chief of custom lifestyle magazines for Cadillac and Holland America Line, and was the founding editor-in-chief of Modern Luxury Interiors South Florida. He also was the executive editor for B2B magazines for Acura and Honda Financial Services, and he served as travel editor for Conde Nast. Magazines under Limsky’s editorship have garnered more than 75 industry awards.

He has also written for many of the country’s top newspapers and magazines, including The New York Times, Washington Post, Los Angeles Times, Miami Herald, Boston Globe, USA Today, Worth, Robb Report, Afar, Time Out New York, National Geographic Traveler, Men’s Journal, Ritz-Carlton, Elite Traveler, Florida Design, Metropolis and Architectural Digest Mexico. His other clients have included Four Seasons, Acqualina Resort & Residences, Yahoo!, American Airlines, Wynn, Douglas Elliman and Corcoran. As an adjunct assistant professor, Limsky has taught journalism, film and creative writing at the City University of New York, Pace University, American University and other colleges.