Training relationship managers

I have recently been exposed to a couple of situations where the manager of a salesperson has been playing an unnecessarily high proportion of the role that could and should have been carried out by the salesperson. In each case, the salesperson was an “account manager”, or “relationship manager”, two terms which I like and to which I relate closely, as when I started my career in IT vendoring in the late 1960s this was my position, one from which I learned so much.

In these recent situations, I was acting as a coach to both the managers and the salespersons, helping them migrate to a situation where the managers could leave much more of the customer engagement to their subordinates, allowing them to deal with more strategic issues.