Sales Management is Always Responsible - or are They?

I can't think of a single scenario where we can't blame sales management for poor sales performance...

• Wrong salespeople hired?
  Sales Management.
• Salespeople not filling the pipeline with quality opportunities?
  Sales Management.
• Salespeople not uncovering the compelling reasons why their prospects would buy from them?
  Sales Management.
• Salespeople not qualifying thoroughly?
  Sales Management.
• Salespeople forecasting business that doesn't close?
  Sales Management.
• Salespeople not following the sales process?
  Sales Management.
• Salespeople rushing to a demo?
  Sales Management.
• Horrible win rate?
  Sales Management.
• Long Sales Cycle?
  Sales Management.
• Salespeople under performing?
  Sales Management.

But what if sales management isn't responsible?

Sure, a single hour spent with any salesperson - listening to calls, observing meetings, debriefing a call - should identify the causes and effects of poor sales performance and allow the sales manager to correct ineffective selling strategies, tactics, methodology adoption or process execution. But if sales managers can't and aren't doing that, then the finger must be pointed higher up. Depending on the size of the company, that could be a Regional Sales Manager, VP of Sales, National VP Sales, Worldwide VP Sales, Director of Sales, Chief Revenue Officer, or the President or CEO.

Sales management is the most obvious role on which to place blame. But what if the sales manager's direct superior hasn't realized this? Worse, what if the superior has realized and hasn't done anything? Anything! Evaluation, coaching, training, accountability, mentoring, an upgrade, a plan. Anything!

Please leave a comment if you're one of the superiors blaming sales management for poor results. What's stopping you from being more responsible for sales performance?