When A Salesperson Is good Than His Manager, Part Ii

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When A Salesperson Is good Than His Manager, Part Ii

In "When A Salesperson Is good Than His Manager, Part I," the last report in this series, our feckless manager's credibility and authority were being covertly challenged by the top salesperson.

When A Salesperson Is good Than His Manager, Part Ii

The production leader seemed to be spreading rumors that the boss was a failed salesman, man who got kicked upstairs into supervision because of incompetence.

Sensing this slander, the boss wonders what to do. Here are some of the options that occur to him, right off the bat:

(1) Should he just let this whittling away of his stature occur, without comment?

(2) Should he have a meeting, one on one, with the alleged miscreant?

(3) Should he call a meeting with all of his reps and discuss the matter, openly?

(4) Should he do a "master's demonstration," like a sensei at a martial arts academy, demonstrating his selling skills to his troops?

Several thoughts come to mind.

Does a manager, whose job is leadership, have to be exquisite at performing the task that his underlings are fulfilling?

In baseball, there are various leadership positions on the field and in the dugout. Most positive is the manager. Does he have to be a great player, at this very moment, to be credible?

Many of these guys reached the Hall of Fame as players, before becoming managers. You wouldn't expect a 70 plus year old to be a pinch runner or even a designated hitter, would you?

But the fact that they Were some of the game's greats unquestionably plays a role in determining their credibility for later generations of players, right? A rookie with the Washington Nationals can find a film of Frank Robinson and prove that this was one of the best all-around players to ever put on a uniform.

At the same time, look at Tommy Lasorda, a Hall of Fame inductee, who didn't get voted into that august custom because of his pitching ability. He made it, primarily, because he was a winning boss for the Dodgers.

So, a great boss doesn't have to have been a great player. Doesn't the same principle apply to sales leadership?

Maybe our besieged sales boss should just say nothing, because if this is true, he has nothing to prove, right?

In Part Iii, the next report in this series, we'll recognize his other options.

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