The 4 Key Skills of Managers That Enable Excellence

Nothing is permanent except change; this statement by the Greek philosopher Heraclitus is perhaps most true when it comes to modern sales. Products and services must be tailored to the needs of users, and these needs are evolving faster than ever. Buying behaviors are constantly changing, which implies transactions between companies (B2B), as well as between companies and consumers (B2C). The skills that sales managers need to achieve long-term success against this complex backdrop were highlighted by Prof. Barbara Stöttinger, Dean of the WU Executive Academy at the University of Economics and Business Vienna, which offers potential participants an MBA education in marketing and sales, among other programs.

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1. Being one step ahead

In the future, talent will continue to be important, as well as the ability to “deal with people”; however, it is often overlooked that, in addition to possessing sales talent, professionals in this field need to master a range of different essential skills, such as a repertoire of methods and tools for key account management or strategic sales.

“Only thanks to this methodological knowledge can sales managers communicate the advantages and value of products and services to create a ‘win-win’ situation for their business and clients in challenging times. They must be able to think in alternative ways and develop innovative strategies while always assessing their financial implications,” explains Prof. Barbara Stöttinger, adding: “Continuous knowledge enhancement through attending specialized events, online seminars, or MBA programs is crucial in today’s time. The sales managers of tomorrow will not only need to keep up with events but be one step ahead.”

2. Collective success over personal

Sales managers are no longer just sales experts primarily interested in closing their next deal and achieving annual sales targets. Their focus is on clients, whom they approach as equal partners, as well as the benefit to clients and their individual requirements. To understand what their clients truly need, in addition to understanding their own structures, products, and services, they must fundamentally know their clients’ businesses and have extensive industry knowledge.

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“Sales managers who are expert partners and advisors have enormous potential with this approach. Let’s consider, for example, companies that join forces with their clients and organize what is known as ‘designed thinking workshops.’ The purpose of these sessions is to engage in in-depth dialogue aimed at co-creating a strategic path forward, using the outcome as a basis for determining the goals to be achieved. There are even sales managers so dedicated to always finding the best possible solutions for their clients that they will work on this to such an extent that they may no longer be able to sell their products or services. This approach is authentic, helps build trust, and allows sales managers to demonstrate that they are unbiased expert partners on whom their clients can rely in the future,” said Prof. Stöttinger.

3. Networking 4.0—sharing knowledge and building trust

Sales managers should not only be experts but should also play the role of an invaluable source of information, ready to share their knowledge, provide advice, and share their personal experiences with others. Figuratively speaking, they should be a harbor for their clients and partners, as well as their colleagues, offering them guidance and support, even if this ultimately does not result in a sale. There are numerous advantages to this approach: it allows sales managers to build their own reputation, both within their company and outside it, as well as support from expert partners, meaning they will enjoy the trust of their clients and colleagues. Additionally, it will be easier for them to gain access to information from other departments and even industries, which can be very useful in the context of their own sales activities. Above all, sales managers should not view other sales managers as competitors; rather, they should be interested in regular mutual cooperation.

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“The knowledge and skills that sales managers acquire by approaching it this way will enable them to understand much better what drives the industry, what the latest trends are, and what they can do to be of even greater benefit to their clients when it comes to providing support in achieving their goals,” explains Prof. Stöttinger.

4. Flexible for multitasking—sales professionals become versatile experts

It is extremely important for sales professionals to be flexible and versatile. The time when it was enough to have specific knowledge in just one area is far behind us. Sales managers should look at the bigger picture; their understanding of marketing and product development should be as good as their knowledge of logistics and administrative tasks.

“Understanding what drives others, what strategies your clients and colleagues are following, as they pursue the same goals as you, all of this helps in developing additional knowledge and improving efficiency. Let’s not forget that the fundamental question that needs to be addressed in sales is the following—Do you want to satisfy your clients, or do you want to delight them?” concludes Prof. Stöttinger.