Security Systems News

SEP 2017

Security Systems News is a monthly business newspaper that reaches 25,100 security installers, product distributors, central stations, engineers & architects, and security consultants. Our editorial coverage focuses on breaking news in all major se

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www.securitysystemsnews.com September 2017 S e CU r I t Y SYS tem S N e WS Guest Commentary 10 What Happens Next May Save Lives Two-Way, Mass-Communication System with Live Video Access Chicago Washington D.C. Detroit Los Angeles Milwaukee Multi-media technology improves communication and can make police response more effective during an active-shooter situation or other severe emergency. For more info about Incident Command and Control, visit EM24.US, contact our Sales Department at 1-800-800-3624 or email Sales@emergency24.com. risk by promoting me, so he wanted to make sure his decision worked. When I arrived, he skipped the typi- cal pleasantries, and went straight into his message. The words he used to open his monologue still ring in my ears today… "Congratulations on your pro- motion, and welcome to the world of gray." Scott went on to explain how my previous job wasn't easy, but it was black and white. I had one job: exceed my sales goal. As a sales manager, I'll have to decide what to do every day. Dozens of distractions will come from unpredictable plac- es—like executive management, engineering, operations, human resources, etc. He even admitted that he'll distract me every now and then. He summarized his speech with this: "… and every distraction will be urgent." Eighteen years later, after success- fully serving in two vice president roles, and seven years of consulting sales managers, Scott's words make up the most accurate description of sales management that I've heard. Of the many challenges that face sales leaders, the No. 1 challenge to sales managers is the plethora of non-sales management distractions that always seem to be urgent. At the end of our meeting, Scott concluded with a statement that helped me clarify the gray. He said: "Your job is to drive top-line growth. Don't let anybody, includ- ing me, distract you from doing your job." Once I heard that, I became obsessed with my time, and d e v e l o p e d d o z e n s o f t e c h n i q u e s that kept me in front of my team and my customers. Below I've shared six of these ideas that have been modified over the years, and will serve you well in today's world of managing a sales team. • Block off field time every week. If you're not in the field managing your people, then you're not man- aging your people. Depending on the size of your team, block off one to three full days per week that everyone knows you're in the field. Protect these days like you protect your family vacation. As a leader of sales profes- sionals, riding in the field is your most valuable activity. • When riding with your sales people, turn off your email. While you're in the passenger seat get- ting distracted by emails that don't require your attention, there is a living and breathing sales producer about 36 inches away from you that is dying to talk with their boss. During your field days, schedule a 60-minute break to check email, return phone calls, etc. You'll feel comfortable putting your phone in your computer bag, knowing that you'll be able to check all your email between 12:45 and 1:45 at a Star- bucks next to your 2:00 appoint- ment. Like any other addiction, you'll go through withdrawal pains before you feel the reward, but it's worth it. • Schedule a recurring meeting with your boss. Your boss probably makes impulsive requests of you, which can lead to the most urgent, and meaningless, distractions. Schedule a recurring meeting with your boss, and add it to your calendars. Make it the same time and day. A good rule of thumb is to schedule 30 minutes per week. This one simple idea will reduce or eliminate these impulsive requests. Urgent requests will become agen- da items for your weekly meetings rather than distractions that require your immediate attention. • D e v e l o p a f u n c t i o n a l relationship with HR, finance, By Chris Peterson W hen I was promoted to sales management for the first time, my new boss, Scott, brought me to our corpo- rate headquarters for informal on- boarding. I was 30 years-old, and was taking over a team of seven former peers that were older and more tenured than me. Scott took a How sales managers overcome their No. 1 challenge Chris Peterson SALES see page 11

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