The first trick: knowing people and being good at their duties. Everyone has his own advantages and disadvantages. As a sales manager, we should first try our best to understand the specific situation of our salesmen, especially the personality, conduct and ability of each salesman, including previous work experience, and then arrange them to suitable posts according to their own characteristics. After all, the nature of the post is different and the requirements for people are different. Not everyone can do it. Therefore, the first step for a sales manager to manage his salesmen well is to know how to "know people and be good at their duties". The second measure: learn to be tolerant. As the saying goes, "gold is not enough, and no one is perfect." Salespeople are no exception, they also have some shortcomings. As the supervisor of the salesman, the sales manager must be broad-minded, strive for "tolerance" and never haggle with his subordinates. Perhaps, some characteristics of salespeople are not liked by sales managers, but this does not prevent them from displaying their talents. This is how many salespeople create value and earn income. The sales manager can't always stare at the salesman's shortcomings, and denying his growth because of his shortcomings is not conducive to building a hard-working sales team. Sales managers must learn to tolerate the defects of subordinates, actively educate and guide salespeople to give full play to their talents and potentials, and help salespeople improve their literacy and realize the value of life while achieving success. In fact, "all-encompassing" also highlights the personality charm of sales managers, which is of great significance to attracting and stabilizing people's hearts. The third measure: create a good working atmosphere. The working atmosphere mentioned here not only refers to the unity and cooperation of sales teams, but also implies the same type of core battle groups with considerable cohesion. In other words, this good working atmosphere is based on the sales manager and a fighting group with similar or complementary personalities. Every sales manager has his own unique business style and personality charm. In order to ensure the centripetal force and cohesion of the whole team, the team should unite internally and cooperate with Qixin externally. The formation of this atmosphere requires the sales manager to consciously strengthen the indoctrination of the whole team culture concept. The fourth measure: the role of example, the leading role of example, needless to say. In normal work, the sales manager consciously sets an example and respects it, which will inevitably bring great shock and touch to the whole sales team. To be a model salesman, we should work harder and live up to the expectations of leaders; Other salesmen will also inspire a strong desire to pursue honor and make progress. Everyone's growth is like sailing against the current. If you don't advance, you will retreat. Sales manager, if he wants to keep the whole team fighting spirit at all times, he must keep the sales staff passionate forever and have something to do, so he can't just be a material reward, but also a spiritual incentive. The sales manager uses the power of example to motivate the sales staff from point to area, so that they always meet the challenges of the market with full enthusiasm and have no time to do things that are not conducive to work. Fifth measure: Taking care of subordinate China is a personal society, and on many occasions, "affection" is more important than "law" and "reason". Sales managers should always communicate with sales staff, treat them as "brothers" and "friends" who talk about everything, establish closer emotional ties, and help them fight for some personal interests and improve welfare benefits in time. Many excellent salespeople would rather give up the temptation of high salary than follow their superiors, which contains more emotional factors. But this does not mean that team discipline is not emphasized. "No rules, no Fiona Fang" depends on the system and emotions to restrain people. The sales manager needs to make the sales staff understand at all times that "only by doing what should be done can we win respect;" Don't do things you shouldn't do. "As an excellent sales manager, we should not only consider our own sales performance, but also consider the personal development of our subordinates. If conditions permit, encourage sales staff to find other better development space. Whoever can really consider the problem from the salesman's point of view can really win the respect and admiration of the salesman. The sixth measure: encourage innovation and cultivate new people. In daily work, sales managers should consciously train salesmen, encourage innovative spirit and avoid rigidity. For those salespeople who are proactive and dare to break through, the sales manager should give them more opportunities and appropriately let them take on greater responsibilities. However, we should pay attention to properly handle the interests within the team and avoid "infighting" and "old people pressing new people". Encouraging innovation and training new people are not only conducive to improving sales performance, but also conducive to the overall management of salesmen by sales managers. The seventh measure: fully support responsible salesmen in the front line of the market, and need strong protection before and after, so as to look back without worry and bravely kill the enemy and attack the city. The sales manager in the rear, when the salesman encounters difficult problems, should give full support and actively come forward to coordinate, which is often easy to impress the salesman's heart. Once there is a problem, the sales manager should dare to take responsibility and not shift the responsibility to subordinates. It is impossible for such a sales manager and salesman not to respect him or admire him. In a word, salespeople are eager for excellent performance and expect to be rewarded through hard work and win the respect and trust of superiors. This is the psychological demand of a normal person, and the sales manager should be familiar with it. If you really want to win the hearts of salespeople and make them feel at ease and obey management, the sales manager must show courage and conquer salespeople with personality charm. Only by making efforts to make them all achieve excellent results can the sales staff sincerely admire and obey you. This is the eternal truth.