SALES

MANAGEMENT
TRAINING
GUIDE
How to Manage, Measure
and Coach Your Team to
Win More Deals
Table of Contents

Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Intro . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
What Is Sales Management?
Inside Sales vs. Outside Sales
Defining the Sales Process

Manage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Hiring Sales Reps
Onboarding Process
Sales Team Meetings
1:1 Meetings

Measure. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Set Goals and Expectations
Define What Metrics Are Important to You
Implement a Visual Dashboard
Reflect and Improve

Coach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Teaching vs. Coaching
Coaching Tips
Build Trust
Motivate Your Team

Final Thoughts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
Preface
This guide is intended to serve
as a baseline for managers and
should be tailored to what works
best for your style and your team.

Whether you’re a new sales

manager or have been managing
a sales team for years - this guide
will guide you through crucial
strategies, tips, and best practices
for managing your team.

Here’s a framework for this

guide and what each section
entails:

1 MANAGE 2 MEASURE 3 COACH

This section will take you This section will walk you This section digs into the
through the process of building through choosing appropriate psychology of coaching and
out your sales force. You will metrics and implementing a how to truly connect with
get highly-effective interview visual dashboard so you and your team. We will discuss
questions for hiring sales your team can visualize what is techniques for motivating
reps, tips for the onboarding and isn’t working. your team as well as the
process, team and 1:1 meeting fundamental aspects of
best practices, and more. building trust with each
member of your team.

3
INTRO
What Is Sales Management

Inside Sales vs. Outside

Sales

Defining the Sales Process

4
What Is Sales
Management?
Sales management is essential to
any successful sales operation.
As a sales manager, your focus is
on keeping your team motivated,
productive, and closing deals
while consistently delivering the
best possible value to customers.

Sales management is the

process of overseeing all sales
operations - forming a sales force,
implementing sales techniques
and objectives, tracking and
reporting their progress, and
effectively communicating with
the team to continuously hit or
exceed team goals.

The 3 FUNDAMENTALS of
sales management are:
MANAGE

Sales operations:
building a team
MEASURE

Sales analytics:
measuring and reporting

SALES
OPERATIONS
Sales strategy:
COACH

executing the sales

process
SALES
MANAGERS
SALES SALES
STRATEGY ANALYTICS

5
Inside Sales vs. Inside sales: Outside sales reps should
Inside sales is a type of selling excel in verbal and non-verbal
Outside Sales that relies on technology to communication skills and present
remotely sell products or services themselves in a professional
What kind of sales team are you
to potential customers. Because manner.
managing - an inside sales team,
inside sales reps nurture multiple
an outside sales team, or a hybrid
relationships at once, they These reps need to feel
model?
need to be goal-oriented and comfortable traveling, adjusting to
comfortable multi-tasking. new environments, and working
Before deciding on inside sales
independently. This means they
vs. outside sales, you need to ask
Strong written and verbal should be time-oriented and
yourself:
communication skills are capable of managing their own
important to engage with their schedules.
1. What am I selling? prospects efficiently. They
2. Who am I selling to? also must have a high level of Hybrid model:
understanding and expertise of There are many ways companies
Understanding your target the product or service they’re go about pursuing a hybrid
persona is crucial for making this selling because they need to model. Companies can give their
decision. Some people prefer to communicate the value and salespeople the flexibility to do
meet in person and some prefer functionalities over email and both – certain opportunities can
to communicate over the phone phone. lead to in-person meetings to
or email. It also undoubtedly
show dedication and persistence.
depends on the product or
Outside sales: Or companies can hire both
service you are selling. Many
Outside sales, also known as inside and outside sales reps to
products are important to see
field sales, is a type of selling work together. Example: Inside
and try in person, and others can
that relies on traveling to meet reps do more prospecting and
easily be demoed through video
prospects and customers to sell move customers through the
conferencing and screen sharing.
products or services in person. sales funnel, while outside reps
do more demoing and focus on
the bigger contracts.

Approximately 5.7 Million Professional

Salespeople in the U.S. Harvard Business Review shows
that many companies are shifting
sales responsibilities – structures
47.2% are evolving into a more hybrid-
Inside Sales
based model.

52.8%
Outside Sales

6
Defining the Sales You can help your team visualize
steps of your sales process in
Process various ways - such as creating a
Prospecting
sales pipeline and sales funnel.
One of the most fundamental
concepts you can master as a
Establish your sales pipeline and
sales manager is building out
communicate this with the team.
a thorough, effective, and well-
The sales pipeline is a sequence
defined sales process. This sales
of steps you lead a prospect
process will guide your team from
through from the beginning to the Qualifying
prospecting initial leads to closing
end of a sale - the pipeline helps
the deal.
to visualize where prospects are
in this sequence.
In simple terms: a sales process
is a systematic approach involving
a series of steps that enable a
sales force to close more deals, Proposal/
SALES TIP Presentation
increase margins and make more
sales through referrals.
Keep your sales process,
pipeline, buyer process,
An effective sales process
sales funnel, opportunity
should be clear and concise,
stages, cheatsheets, etc.
customer-centric, goal-oriented,
in a SALES RECIPE - a
measurable, and adaptable. Handling
doc that contains all of this Objections
Every step of your sales process
information and your sales
should be thoroughly understood
reps have easy access to.
by all stakeholders. Your sales
process must be easily adaptable
to market changes and changing
buyer personas.
Closing 7
MANAGE
Hiring Sales Reps

Onboarding Process

Sales Team Meetings

1:1 Meetings

8
Hiring Sales Reps 2 “Tell me about a time you salesperson they are and whether
lost a sale.” they’re coachable.
The questions you ask your Every salesperson has lost sales,
candidates in the interview but how they speak about these
4 “What’s something
can bring to light what kind instances indicates what kind you’ve taught yourself
of salesperson and overall of salesperson they are. Look lately?”
employee they are. It’s important for whether they look back on You are looking for people who
to have these questions be open- the lost sale with optimism and are hungry for new skills and
ended and high-level and not get a growth mindset, rather than looking to better themselves. Pay
caught up in minor details. putting the blame on someone attention to the details and how
else or struggling to admit that exactly they went about teaching
Here are some ideas of questions they messed up. The key to a themselves this particular skill,
to help find the right candidates: successful employee is one who why, what tools they used, and
can learn from their mistakes and what were the outcomes.
1 “Tell me about a time you better themselves because of it -
caused a miscommunication turning every lost into a learning 5 “How do you establish
with your team and how you opportunity. trust with a prospect?”
managed it.” One of the most important
It should be easy for your 3 “Walk me through a sale qualities to look for in a sales
candidate to think of a time when you closed.” rep is their ability to form
their writing, speaking, or Now let’s hear their methodology relationships with prospects
non-verbal communication behind successfully closing a and potential customers. Once
conveyed the wrong message. deal and how they approached you’ve earned a prospect’s trust,
Are they able to be open with the process. Look for whether you will have a much easier time
a candid answer? Did they take the candidate recognizes their converting them into a longtime
action to resolve the issue as team and anyone who helped customer. Your sales rep having
soon as possible? them succeed or solely focus on the communication skills and
themselves. This is your chance emotional intelligence to establish
to get a glimpse into what kind of relationships with prospects is a
huge competitive advantage.

9
Onboarding
Process
You’ve successfully hired Orientation
SALES ONBOARDING CHECKLIST

talented, coachable, and

Company Overview & Core Values
optimistic sales reps. Success
is around the corner, right? Sales Team Overview
Unfortunately, the hardest part is
Sales Principles & Methodology
next.
Product Overview
The onboarding process is
Industry & Competition
absolutely fundamental to your
new sales rep’s success. Buyer Personas & Core Customer

Tools and Processes

Every company has a different
onboarding process, but Dashboard & Task Management
something every manager should
Prospecting and Discovery
implement is a sales onboarding
checklist to make sure nothing Product Demonstrations
falls through the cracks.
Pilot Criteria

Take things slow - such as Proposals & Order Forms

dedicate each one of these line
items to a day of training.

Check off each as you go to stay

on track.
10
Another management tip you ORIENTATION: DAY 1
should never forget is to always
provide your new employees with
their first week’s schedule. Give
them a printed copy and a digital
copy of their agenda for each day.
People feel more comfortable
when they know what to expect
and can view their day and what
it entails. Here’s an example of an
agenda for orientation

Here are some additional tips 3 Leave Time for Reflection 5 Explore Features
for ensuring the onboarding Leave some time for reflection and Give them time to explore the
process goes smoothly: questions at the end of every day product/service and all of its features
for their first couple weeks, this themselves first - this will let them
1 Send Welcome Email will ensure they leave with a clear learn their own way and then come
head every day and don’t leave with to you with any questions once
Send your new employee a welcome
unanswered questions or uncertainty. they’ve explored all ends of the
email a few days before their first day
product or service.
with instructions on where to park
and helpful information for finding 4 Provide Tutorials
Provide your new employee with 6 Provide a FAQ
the office. This will help ease any first
day nerves about getting lost. video tutorials or webinars of the Provide the new employee with a
product or service they will be FAQ of frequently asked questions,
selling, that way they can review it and ensure they’re comfortable
2 Notify Entire Company
on their own as many times as they coming to you with any questions
Send out a message to the whole need. that are not on that list.
company and briefly explain who
the new employee is and encourage
them to stop by to introduce
themselves.

Leverage Yesware’s customizable and shareable templates across

your team to use the best performing emails within your sales
BEST toolkit. A great way to start your sales reps off is by sharing some
PRACTICE best performing templates. You can then view and download your
personal and team Template Reports to gain insights and make
individual and team adjustments.

LEARN MORE
11
Sales Team Another tip for holding team
meetings is to always have the
Meetings meeting on every participant’s
calendar.
Sales meetings are necessary for
communicating with your sales
In this invite, include the meeting
force. As a manager you need
overview and meeting agenda.
to make sure your meetings are
Update the agenda at least 24
as productive as possible or else
hours in advance for the next
they’re just a waste of time. Let’s
meeting so all participants have
discuss some tips for maximizing
time to review it. Here are some
meeting productivity:
tips for your agenda:

Hold your team meeting on the

Identify who leads each topic
same day of the week to remain
On your meeting agenda, identify
consistent. Numerous studies
who leads each topic so each
indicate that Tuesday afternoon is
employee comes in prepared and
the best day of the week to hold ready to lead their portion of the
meetings. discussion.

It’s common for managers to

List agenda topics as
schedule their team meetings
questions
for Monday to start off the week.
For agenda topics that aren’t
But author Lynn Taylor states
assigned to an employee, but need
that employees are the most to be addressed, try listing each as
productive on Monday mornings a question. This will show that you
and it’s best to not distract them want to hear employee’s input rather
during this time. than telling them what to do, which
helps them feel more involved and
willing to speak up.
Also, people are more likely to be
out of the office on Mondays and
Fridays so avoid these 2 days for
meetings at all costs.

12
Leave time at the end of the Hold a brainstorm session Provide visuals
meeting for questions and Propose a problem or question that Studies show that our brain is mainly
addressing blockers lacks a solution or answer. Put a an image processor, not a word
leaving time for questions help timer on and let each employee write processor. This is because much
ensure that no employee leaves the down their ideas, then go around of our sensory cortex is devoted to
meeting confused with the room and hear what each of vision. The brain retains visuals much
unanswered questions. them came up with. The more ideas easier than words, and they stick in
that come up, the more stimulation your brain effortlessly. So, providing
For maximum meeting productivity, is increased and before you know it images and visuals in your meetings
try making a presentation with slides creative ideas are bouncing off the can improve comprehension and
of each topic. Below are some walls. (a) the ability to accurately retrieve the
effective slides that lead to more content. (b)
productivity and learning.

(a) (b)

1:1 Meetings
One-on-one meetings are
essential for growth. These
meetings are your opportunity to
establish and grow trust with your
employees.

We recommend holding your

one-on-one meetings weekly for
30 minutes, with every contributor
on your team.

13
Our recommendation for a
successful 1:1 meeting is as
followed:

PART 1 PART 2 PART 3

Breaking the Ice Dig into the data Motivate
Tuning in: start the meeting with Your one-on-one meetings are After everything reviewed in the
open-ended questions to build a great time to go over the meeting, your sales rep has a
rapport that will help unveil their individual sales rep’s data with solid list of next steps to take to
state of mind. them. achieve the desired outcomes.
Examples: But before you send them off, it
Yesware users - you can access can be very effective to end the
“How are you?”
all of the data listed below in meeting with motivation. You can
“What’s your day been like so far?”
Yesware’s Reports & Dashboards do this by:
“Get me up to speed, what’s your for Salesforce. This allows you to
week been like?” pull up a graph and display how Describe how efforts contribute
that sales rep is doing. to the goal
How you can help: ask for How the rep’s activities contribute
feedback on how you can better Here are the metrics we to both the team’s goals and the
support them. When you ask for recommend going over: company’s goals. Give them the big
feedback about yourself, you picture.
Month-to-date sales activities
demonstrate that rep is a partner
in the conversation, not a target. Email Engagement Metrics Make sure your team has a
work-life balance
Examples: Prospect Engagement by
Domain Close your 1:1s by asking them
“What roadblocks do you have that
about their lives outside of work.
I can remove?”
This helps to ensure that they are
“What can I do to help you be not overly stressed with work, gives
successful?” you an opportunity to find out about
personal events that might affect
“What else do you need from me
their state of mine at work, as well as
to support you?”
strengthens your relationship.

I’ve been a Yesware user for 4 months and it has changed

the way I work. I’m now seeing 60-80% open rates on my
templates! I just got my whole team to join so we can start
sharing templates and learning from each other as a team.”

LAURA HOFFMAN
Director of Global Accounts at Tastewise.io

14
MEASURE
Set Goals and Expectations

Define What Metrics Are

Important to You

Implement a Visual
Dashboard

Reflect and Improve

15
Set Goals and Define What Key Performance Indicators (KPIs)
These measure company-wide
Expectations Metrics Are performance such as revenue by

Before anything else, it’s Important to You product/territory/market, market

penetration, year-over-year growth,
important to clearly define your net promoter scores, etc.
You can’t measure everything,
goals and performance standards
you need to decide which metrics
to your team so they know what Pipeline Metrics
matter the most to you and your
they’re working towards.
team. Not every metric matters This indicates pipeline growth and
to everyone - decide which are what’s working or not working
What is the sales rep’s target? in your sales process. Some
key to your specific business
How many calls should be made key metrics include the average
structure.
per week? length of the sales cycle, open
How many meetings should be and closed opportunities, average
Find measurable metrics to track contract value, sales funnel stages’
booked per week?
each of your team member’s conversation rate, etc.
progress that affects sales
Make expectations clear from the
performance the most. Think: Activity Metrics
get-go to avoid any confusion
if you saw improvements in
or failing to meet your desired These metrics help indicate the
these areas, would overall sales activity of your sales team on a
metric goals.
performance go up? daily basis. These metrics include
the number of emails sent, number
What are you measuring?
There are various types of metrics of calls made, number of meetings
you could consider, here’s a brief booked, number of demos made, etc.
It’s important to focus on both
overview of some important ones
short-term and long-term goals.
and what they tell you. Lead Generation Metrics
These metrics draw light on how
1 Daily goals
well your sales team is prospecting
2 Weekly goals such as average lead response
3 Quarterly goals time, percentage of leads followed
up/leads dropped/qualified leads,
frequency of new opportunities to
the pipeline, and more.

Conversion Metrics
This shows how well your
team converts leads into new
customers. Such as the percentage
of opportunities closed-won,
percentage of opportunities lost, and
the average number of conversions
for won and lost opportunities.

16
As previously stated, it’s
Implement a Visual The steps to creating a sales
impossible to measure dashboard normally go
everything. So choose what Dashboard something like: determine the
the most important metrics are metrics you will track, chose a
In order to monitor and stay
depending on your particular visual dashboard provider, pull
on top of your sales metrics,
business and strategy. data and enter this data into the
you need to implement a visual
dashboard, and build reports.
dashboard. This dashboard is a
When asking our Sales Manager
visual representation of your data.
here at Yesware, Ian Adams, what For Yesware users, you have most
the top 5 most important sales of these steps taken care of for
Implementing a visual dashboard
metrics are to him, he said: you.
puts the power in your hands to
1 Daily activity
see all data pertaining to your
2 Meetings booked
own activity, as well as your
3 Conversion to opportunity teams. Visualizing the data in
4 Conversion to closed-won graphs and charts helps you
5 Revenue per rep to visualize what is increasing/
decreasing and working/not
As a sales manager, narrow your working.
focus. Know your top metrics and
which are key indicators of both Find a visual dashboard that is
team and business growth. Lock clear, concise, data-driven, and
these down and monitor. customizable. 17
Yesware users:
You’re automatically syncing
activity to Salesforce - so your
dashboards are created for you. The sales data we get from
Yesware is invaluable. It
Yesware’s Salesforce integration allows us to easily inspect
allows salespeople to worry less the sales cycle, determining
about entering data and focus the likelihood and timing
more on selling. Yesware syncs
of deals closing as well as
your email and calendar activity
uncovering specific coaching
automatically so that you no
longer need to manually input opportunities.”
your messages into Salesforce. DOMINIC GARABEDIAN
With our activity dashboard - VP of Sales at Mimeo
you can compile this data into
informative reports to help
forecast your sales and keep your
pipeline activities accurate.

Here’s an example of what the dashboards look like.

Automatically capture all of your

Yesware activity in Salesforce,
associate it with the correct
contact or lead, and organize that
information into custom reporting
dashboards for you and your
team.

VIEW YESWARE REPORTING & DASHBOARDS

a Managed Package on the Appexchange 18

Reflect and
Improve
Now that you have all of the data
in front of you - what do you do
with it?

Use this data to guide your

managing techniques - what you
need to focus on, what needs to
be discussed in meetings, and
how you can coach your team to
improve the lacking metrics.

It’s essential to stay on top of

these metrics and track your
progress and current impact.
Every quarter, make necessary
adjustments to your quarterly
sales plan based on the metrics
and identify any issues with your
current plan.

Based on these metrics, you

can make adjustments to your EMAIL ACTIVITY REPORT TEMPLATE REPORT
coaching styles and focus on Dig into all of your outbound sales Understand what’s working and
certain areas that are lacking. activity – send rates, open rates, what’s not with your email Templates
Ultimately, use these metrics to reply rates – to better understand so you can drive more business
grow your team and yourself as a where you’re succeeding and what smarter and faster.
manager. to focus on next.

For Yesware users, create your visual dashboard with our Managed
Package as seen above. Also, use Yesware’s Email Activity Reports
BEST to see all data pertaining to both your own and your team’s tracked
PRACTICE email activity. View sent, open, and reply rates for your team and
sort by reporting period, team, and metric to help you learn and
visualize your team’s progress then execute accordingly.

LEARN MORE
19
COACH
Teaching vs. Coaching

Coaching tips

Build trust

Motivate Your Team

20
Teaching vs. With coaching, it’s important to
focus on development.
Coaching
You should be focused on the
Have you ever stepped back and
overall development of your sales
analyzed whether you’re teaching
reps. As a manager, you want
or coaching your team?
to encourage continued skill
development and growth.
Teaching is using your own
expertise to show your team how
All sales managers should
to do something and become
naturally take on the role of a
more knowledgeable in the
sales coach.
subject. This is more of a one-way
interaction and the change that
The best way to coach your
occurs is because of the teacher.
sales reps is by asking questions
that draw the knowledge out of
Coaching is refining the skills
them. You serve as a resource
that have already been learned
by helping them self-discover.
- “coaches help people to help
Letting the reps learn from their
themselves.” This is more of an
mistakes and ultimately teach
ongoing and two-way interaction
themselves through the process
where you are reinforcing what
will significantly benefit their
was learned by implementing,
long-term skill sets and better
observing, providing feedback,
performance.
and supporting them to keep this
performance consistent over time.
This is developmental coaching.

21
 Build Trust
Coaching Tips
Trust is the foundation for
Everybody coaches differently,
coaching. In order to coach a
but there’s no perfect coach. It’s
team successfully, the sales
a learning process, just like every
manager must build trust with the
other position is. Refreshing new
team.
tips and tactics can benefit any
sales manager.
Harvard Business Review
found that employees in high-
Before going about coaching
trust organizations are more
your team, it’s important to first
productive, have more energy
understand where your sales reps
at work, collaborate better, and
need the most help, then focus
stay with their employers longer
on this area of concern and get
than people working at low-trust
helpful feedback and critiques.
companies.
You can use data to indicate
these weak areas.
In a study conducted by Paul J.
Zak on The Neuroscience of
Another tip for successfully
Trust, he measured levels of
coaching your team is creating
oxytocin in the brain - which he
scenarios with your sales reps
refers to as “the trust molecule.”
and providing feedback on their
The results show that increased
performance.
oxytocin in the brain reduces the
fear of trusting someone.
It’s never too late to review some
recent and up-to-date coaching
In this study, he identified
tips:
management behaviors that
Always set expectations upfront
foster trust. These behaviors are
Ask sales reps questions that measurable and can be managed
stimulate thinking
to improve performance.
Encourage self-assessment
Get to know your team
Give team detailed feedback
Always identify barriers
Don’t judge and encourage
questions
Don’t micromanage
Reflect on your own coaching

But most importantly - BUILD

TRUST and MOTIVATE.

We’ll get into how to do this... 22

Management Behaviors:

Recognize excellence Enable job crafting Facilitate whole-person growth

The research indicated that When you give your employees Harvard Business Review also found
recognition has a large effect on the ability to choose which projects that high-trust workplaces help
trust. Many psychology studies they’ll work on - they get to focus people develop personally as well
verify this - recognizing your team on what they care about most. This as professionally. You should not
members when they succeed can promotes employee satisfaction and only be growing as a worker but
bring you closer to the members of higher levels of trust. growing as a human being as well.
your team and will help to let their Ask them how they’re doing and out-
guard down to you in return much Share information broadly of-work goals are going, reflect, and
easier. care about each of them as human
Having uncertainty about your
beings, not just workers.
company only adds to their stress.
Induce “challenge stress” A management study found that
workforce engagement improved Show vulnerability
Giving your team members a difficult
but achievable job to accomplish when supervisors had some form The study found that in high-
will ultimately bring you closer. of daily communication with direct trust workplaces, leaders ask for
This moderate stress builds up reports. Feeling more connected help from employees rather than
oxytocin and intensifies your team’s with your company and getting just telling them what to do. This
focus as well as strengthens social information shared with you stimulates oxytocin - increasing their
connections. Team members work promotes a high-trust environment. trust and cooperation. Asking your
together, and managers guide them team members for help shows you
through the achievable goal but Intentionally build relationships engaging everyone to reach goals
frequently checking in and adjusting and trusts your team members to
A Google study found that managers
goals as needed. This is reaching at help get you there.
who express interest in and concern
their “need for achievability.”
for team members’ success and
personal well-being ultimately
Give them discretion in how outperform others in both the quality
they do their work and quantity of their work. Social-
Once your employees have been bonding can go a long way. Zak found extremely
trained, allow them to execute successful results after
projects and tasks their own way. testing these behaviors.
Trusting them to figure things out
Building a high-trust
on their own is a big motivator and
company will significantly
only helps reciprocate this trust. Zak
states: “High-trust companies hold benefit all of you, and it
people accountable but without starts with the managers.
micromanaging them. They treat
people like responsible adults.”

Ultimately, you cultivate trust by setting a clear direction, giving

people what they need to see it through, and getting out of their way.”

PAUL J. ZAK
23
Motivate Your
Team
Now that you’ve gained trust with
your team, motivating them will
be easier.

Know what drives them and

always set goals
In order to motivate someone, you
have to know what drives them. The
first step you can take to motivate
your team is to understand each of
their personal and professional goals.

Ask them what their main motivations

are in life and how they motivate
themselves. Communicate with them
and understand their drive, this will
only benefit both of you. Get them to
speak about it and be self-reflective.

Another way to keep motivation high

is to set daily, weekly, and monthly
goals - always have them reaching
for something, no matter how
short-term or long-term the goals are.

24
Recognize success team and celebrate their success in
Lastly, showing public recognition a way that the whole company sees FINAL THOUGHTS
is always a big motivator. If you’re and recognizes your team.
recognizing their hard work, they’re Some ideas: Send a slack to the The key to remember when it
bound to work harder. company recognizing success, share comes to sales management
weekly wins at team meetings, give is that absolutely no manager
Psychology studies emphasize annual bonuses and awarded trips, is perfect.
the power of appreciation and award “most valuable player” each
how it affects the brain. Dopamine, quarter. How you reflect, improve,
also known as the “reward and work on adjusting your
neurotransmitter,” is heavily affected Don’t punish failure management style to fit
by feelings of gratitude. And studies We’re all human and make mistakes. your team and benefit their
of the brain have found that high progress and success the
levels of dopamine increase your When someone on your team makes most - is the key to being a
motivation and willingness to work an honest mistake - encourage them successful manager.
hard. to learn from their mistakes and try
again, go tackle the next thing on Encourage your team to
Did you know that research indicates your list with full force. Punishing reflect and improve. And the
that a public display of appreciation them only discourages them and best way of showing them this
can be more motivating than salary? leads to lost confidence. is to do it yourself.
Acknowledge the hard work of your

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