Sales organizations are quick to invest in sales recruiting, especially given the competitive labor market. Yet many of the same firms have no organized approach to filling sales manager positions.
In fact, even though one out of every six sales manager positions cokes open each year on average, most sales organizations are caught flat-footed when a manager leaves the firm. Without a ready bench of prepared manager candidates, open management headcount stays open – or a poor manager candidate is promoted hastily. For sales organizations that can’t afford a lapse in productivity, either alternative is costly, with cascading impacts across salespeople and sales teams affected by inadequate leadership.
This panel examines strategies for building an effective sales management bench. Panelists address the economics of investing in manager candidate preparedness, and best practices in manager candidate identification, development, selection, and onboarding.
