copierspud

Technology Consultant

Rep -> AE Manager w/ no experience

I was looking for an opportunity pick someone's brain and/or get input from my fellow sales savages on the following:

Preface: I'm currently a rep where I do everything from hunt to close. Had great success in doing so over 3 years. Top level performer but i believe i've hit a ceiling with career growth.

Situation: I recently applied for a sales manager position as a complete shot in the dark - but knowing it was my long term career goal. I got an interview & am thru the first round. It's a completely new position to the org. I've got no formal "AE" experience (or management for that matter) but my current position is basically a like for like w/ AE job duties. I'd be going to a spot where i'd have to manage the day-to-day of 3-6 AEs.

Going from Hardare tech (copier industry) -> SaaS.

NEED: Key takeaways from managing a group, best practices, ways to spice things up with prospecting & closing deals, ideas on how to develop these reps. Mainly just what has worked for others in a similar position.

Appreciate all of you.

-Spud out

🧢 Sales Management

6

12 comments

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SaaSam

Politicker

4

Account Executive

My brother, who is a retired infantry Marine, used to talk about this a lot. You get kids fresh out of school with absolutely no combat experience all of a sudden in charge of leading men who have all the experience in the world.

He said the lieutenants that people liked the most and ended up being the most successful were the ones that acknowledged their lack of experience in comparison to the men they were leading and would therefore seek council and learn from lower ranked men that had the combat experience.

Using that example I would suggest the same. Recognize that the guys on your team can teach you a lot, stay humble and learn from them. Your job as a leader isn't to be more experienced or skilled than the guys you lead, it's to understand how to direct them to use their skills and experience to increase their success.

alecabral

Arsonist

2

Director - Digital Sales Transformation

There's a ton of "advice" I could offer, but in my experience it would amount to no good without really know more about this situation...so all I can really offer are ideas based on my learnings. They might feel random and not too deep, so I hope they help.

1. Give more than you ask for. Most people think leading a team is about barking orders, or "thinking" for their teams. That's not it. Give them ample room to do their things and get out of the way.

2. Get your priorities right. There's no such thing as being in 2 places at the same time and your free time will be thin. Decide where you want to focus.

3. Rule by the book, but play by what your team needs. In other words, keep them compliant...but happy.

4. Prospecting and closing to me usually mean "always be qualifying". Make sure your reps are focusing on deals they can close, and are talking to the right people.

5. Trust is both ways. You'll work to develop them, they'll work so you have time to help them develop. Can't do it if one part breaks the deal.

6. Create a certain cadence and stick with it but don't be afraid of changing it if needed. As an example: don't force people to do 1:1s every week if it doesn't work for them.

7. Find your allies soon, you'll need them. That usually means other managers, your boss, etc. My favorite ones were always sales ops, HR and the finance team.

8. Behave like you own the company, but know you don't. Let your reps know that working with you can be fun and all, but you'll hold everyone accountable if need be.

9. Coaching, mentoring and facilitating are not the same thing. You might be able to do all 3 but not everyone needs it.

10. Have fun. Be brave enough to have fun at that new gig. A first manager job should always be celebrated!

Hope some of this helped!

copierspud

0

Technology Consultant

Much appreciated! Certainly valuable and great takeaways.

alecabral

Arsonist

1

Director - Digital Sales Transformation

glad I helped!

CuriousFox

WR Officer

0

🦊

@alecabral I'm tagging you in here. 😉

alecabral

Arsonist

0

Director - Digital Sales Transformation

Why, thank you :p

CaneWolf

Politicker

0

Call me what you want, just sign the damn contract

What do you mean by "like for like" then?

copierspud

0

Technology Consultant

I mean it’s not an official AE role title wise, my org. Has different internal roles, there aren’t SDRs AEs etc. so many companies as you try and move on try and get you to restart as SDR when in reality I’ve done similar job duties to that of an AE

CaneWolf

Politicker

1

Call me what you want, just sign the damn contract

So it's just an AE job called a different thing? I would argue that's still being an AE.

copierspud

0

Technology Consultant

Yeah basically. But with a vastly different type of sales cycle & it’s hard to get orgs to understand that.

been applying to formal AE positions as well.

CaneWolf

Politicker

2

Call me what you want, just sign the damn contract

I would just say that it's an AE type role. As for your original question:

-Read The 5 Dysfunctions of a Team
-Try not to have a one-size fits all style for your team. Each person is an individual and you need to figure out what works for him or her.

copierspud

0

Technology Consultant

Thank you!

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