If there is one common complaint I hear about manufacturers, it’s that their sales people only show up at the end of the month to ask about sales, and at the end of the year to discuss sales for next year. The interesting dynamic is that when I ask them if they care, the answer is usually: “No, I understand where they’re coming from.” Your VARs don’t mind giving you the data you need to manage your region (ok, maybe they mind, but they understand). However, they do mind when you do nothing else but “manage”. Which leads us to our last strategy of the week…
Strategy #3: Take “Manager” out of your title. Obviously, you’re not in control of that, but you’re in control of what you do on a week to week basis. Stop managing. Start coaching. Start teaching. Even though you might have to ask them to pull that August sale into July, that doesn’t mean you can’t do other things. If you make 15 “management” calls a year, you should be making 30 coaching or teaching calls per year. Don’t be the RSM or Rep that only stops by when you need a sale or a report. Before you conclude “I’m not that person”, think about it. When is the last time you taught your VARs anything? When is the last time you coached them on winning a project or penetrating a market? When is the last time you did anything different than other RSMs or Reps?
If you want to take your VAR relationships to the next level, stop managing. Start coaching. Start teaching!
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