It's OK if managers step in to help their sales staff—but not too much
Workers in sales might roll their eyes when they deal with a micromanaging boss. But many customers actually appreciate it if a store manager offers to help when they're mulling over a purchase, whether it's a dishwasher, a tablet or a lawn mower.
Sales managers stepping in to assist their sales staff can boost performance, but only to a certain extent, according to a recent study. Researchers analyzed data from over 5.5 million sales interactions at a Fortune 500 company and found that sales teams with a manager outperformed those without by 5% to 13%, resulting in an additional $13 million in yearly revenue.
The most significant boost occurred when the manager supported team members working with new customers, rather than taking the lead. This secondary support was well-received by customers, as it heightened the salesperson's and team's status, leading to increased openness to purchase. While sales managers typically spend 41% of their time selling with their team, benefits plateaued around one transaction in every three when managers were involved.
Early manager involvement in a new salesperson's first month was linked to a 8% lower likelihood of quitting by the third month. Further research is needed to understand the long-term effects of increased manager participation and its impact on store-level performance and salesperson turnover.
Written by urgent.news from Phys.org's reporting — not their text. Machine-written — may contain errors; check the original before relying on it.
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