I regret to inform you that as a business we’ve taken the very difficult decision to let you go.
We will honour the obligations laid out in our contract and as such, hope you will do the same as a Sales Manager in the business.
I would like to take this opportunity to express our deepest gratitude to you for your commitment, effort and professionalism during with your time with us.
We hope that you’ve enjoyed working with us as much as we’ve enjoyed working with you, and we wish you every success in finding a new position.
P.S. I really am very sorry. I have no choice.
You see, you’ve been great at pulling reports, checking the sales metrics, doing discipline hearings, checking off expenses, sorting out queries, handling complaints, reconciling month end figures, checking commission claims, fielding holiday requests and making sure the sales car fleet was renewed competitively every year. Thank you…I don’t know what I’d have done without you.
P.P.S. I just wanted to say, personally I wanted to keep you…we’ve been through thick and thin together…but you see the board had different ideas – you see, the board want someone who’s never at their desk, someone who spends all their time with the team.
The popular view is fixated on having someone who coaches 7 hours a day, who just loves helping the sales team sell better, helping the sales team deliver a better sales experience to prospects. Someone who works with the sales team to help them sky rocket their commission. A sales leader who is embedded in the customers markets, who can see the changes in the market ahead of time and prep the sales guys to do battle.
They want someone who is keen to work with the sales team to bring about the demise of the competition, someone who can spot commercial opportunities ahead and guide the sales team to exploit those opportunities, but I guess you like doing admin in your office more than you like working with people to improve their sales performance. I guess you can’t be great at everything.
And another thing…
No-one does pivot tables and power point like you do, therefore you make sure you add that to your CV!
As Sales Manager it’s the last thing you want.
Chances are – you’d be neither the sender (see disclaimer at the bottom of this post) or the recipient of such a letter…but the writing’s on the wall for Sales Managers everywhere.
The questions is, as a Sales Manager:
Will you read it?
And, once you’ve read it, will you do anything about it?
You might want to think about your response…the role of conventional Sales Manager is changing, and it’s changing quickly.
The New Role of the Old Sales Manager
If we were honest, we’d stop using Sale Manager as a job title to describe the person that manages the sales team.
It’s not proper any more. And it won’t be again. Ever.
Today, the Sales Manager is that and so much more.
And the ‘so much more’ encompasses a lot. But even more crucially, it’s a whole different skill set.
So let’s call it what is really is – let’s scrub out Sales Manager and use words that have some meaning in this new age:
Sales Coach, Sales Performance Manager, Sales Leader, Sales Analyst, Sales Auditor, Sales Improvement Specialist
…there are more but that just about covers it.
Now, I hope you can see why conventional sales manager just doesn’t cut it any more?
I hate using the word should but I have no choice here.
Here’s what you should be doing and where you should be focusing your precious time; use this list to check of what you’re currently doing versus what you should/could be doing, or doing more of.
Also, as Sales Manager, use this list as an opportunity to look at some of those mundane non-value added tasks you either need to delegate or simply jettison altogether.
Key Must Do Activities for the New ‘Sales Manager’
- Sales coaching – real time side by side coaching
- Analysis of sales performance in situ – field or telephone, exhibition, skype or networking
- Creating Best Sales Practice as you go along – not as an isolated academic exercise to share post creation
- Sharing Best Sales Practice
- Monitoring Sales Leakage Points in your Sales Pipeline and Sales Funnel…and stopping the leaks
- Monitoring, measuring and managing key sales metrics
- Accurately forecasting
- Improving the competitive position of the sales team
- Exploring competitive niches
- Building up intelligence and knowledge to help your sales team minimise the impact of the competition
What might not be immediately evident from this list is every single one of these tasks is people facing. You don’t need an office or even a desk. You’d be surprised how much great, results generating work you can get done sat next to your team on a rotating basis.
How do I know? Because I do it. It’s one of the easiest and simplest ways to see sales results rocket. Try it. Then tell me it doesn’t work. You’ll not be able to.
I’ve yet to find a Sales Manager yet who hasn’t seen a spike in sales just by spending more time with their staff.
So here’s the good news – step up, the writing’s on the wall, read it and change course accordingly…the choice is your’s.
That’s your call. Hope your dismissal letter as Sales Manager is nicer than the one above.
0779 002 1885
Free Guides – Instant Download – to help Sales Managers to drive the sales team and improve sales performance:
And a few blogs on Sales Performance and Sales Performance Improvement
And a Free Gift – all your’s
Hit the link here to claim
*Disclaimer: as if I should need to add this, but I will.
If you wish to dismiss any person in your employment, this is NOT the letter to use.
You should always take independent legal advice from a HR, legal and employment specialist in order to comply with the law and your legal obligations. This will help you protect your business, and minimise the risk of any adverse action.