Managing a sales team is not a walk in the park. After stumbling into sales, one of the challenges I faced was handling sales teams. Owing to the seeming complexity that accompanies the handling of any human organization, I found that, managing a sales team can prove quite daunting. However, over the years, I have come to appreciate the role knowledge about your sales team plays in handling them efficiently.

I came to learn that you cannot handle every member of your team the same way. In order to maximize their strengths, you need to handle them differently. Knowing them, equips you with the tool set to manage their processes efficiently to achieve your quota. These are some of the persona types I have discovered:

The performer: This is your star person. They reach their sales quota and possibly almost always exceed them. Drive and determination is their motto. They are tenacious, goal oriented, and high achievers. They will always account for the high figures from your team. This group needs strategy communicated to them. Planning is their forte. It is characteristic of them to be efficient at executing tasks and account management. They usually come in two groups:

1. The self-starter: they are the best performers you can have when you are handling “top accounts”. They take initiative and work well with minimal supervision. They are very good at generating ideas and are good problem solvers. Because they are fast thinkers and do well with taking initiative, they handle customers and challenges associated with account management very well.
   
   
2. The follower: they are performers, but only perform upon your prompting or upon your direction. They are not the best initiative takers, but are great at execution. They are usually teachable and take instruction very well. They are my favorite kind of performers. They are able to carry your vision and see it grow.

Having a performer in your team however comes with different implications. Their presence may either put a dent on the efforts of the rest of your team or demoralize them or the performer may grow to challenge you, because they feel they are good at what they do. There is also the temptation to judge the rest of your team by the standards set by the performers. This is disastrous for your team. Always treat the case of the performer as the outlier.

The Catalyst: This person is not necessarily a performer, but gets tasks done, promptly, most of the times, however rather haphazardly. They are the sales people you can trust to start projects running. They are not your best planners or strategists, but in your absence, they can carry the team. This group needs a plan communicated to them and not strategy. When they are involved in projects, the projects get done, exactly how they should be done. They are your facilitators. They are all-rounders. They are usually very productive and help others reach their quotas. The danger is, they tend to get weary from carrying the team sometimes, and you need to handle them by always acknowledging and appreciating their efforts.

The Analyst: This sales person is very analytical and objective. They may not be your best performers, but they are an asset for you when you are testing strategies or innovation programs. They are those that you usually want in a strategy session. In order to handle this sales person, you need to be confident and secure enough in yourself and expertise, not to feel threatened by their display of wisdom. In handling them, you must grow to appreciate their knack for pointing out flaws in a strategy or plan.

The specialist: This is the sales person who is only good at one part of the sales process. They have usually gained mastery over one or two stages of the customer life cycle. They may be good closers, or excellent negotiators, or great conversation starters. They are the best compliment to your catalyst. They are not one to meet their quota often, but they contribute to the overall performance of your team. They contribute to the entire team hitting their sales quota. The best way to maximize the specialist is to pair them with a catalyst, so that in areas where they lack, the all-rounded nature of the catalyst would make up for. You can also decide to pair them with a performer, but they may end up walking in the shadow of the performer and feeling discouraged.

The mediator: This sales person usually possesses soft skills and is normally the binding agent in your team. They display social and emotional intelligence and are very flexible. They are the most responsive to change, and good at receiving changes in strategy, or direction. Also, every sales team has its frictions. The mediator is the one who ties the team together, regardless of these frictions. They are passionate about conflict resolution and believe in togetherness. On the downside, they may usually be your lowest performers because they are unconcerned about competitiveness. Their focus is more on team work to achieve a common goal. To handle this person, you need to constantly conscientize them on the need for them to work on reaching their sales quotas, regardless of other members of the team.

The challenger: They are the unteachable sales person. They may or may not be good performers, and they usually have problem taking instruction from you. However, they are there to sharpen your leadership skills and help you grow. You should never dread managing a team with a challenger or a number of challengers. They are necessary for your growth as a leader. Handling them will help you improve your perceptiveness of situations and sharpen your people skills. For this group, you must find subtle yet firm ways stamp your authority and leadership.

Your sales team is your bloodline. Handling them efficiently always goes to your credit. Good luck!