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Become an expert in your field of business. Take it beyond being an expert about your industry. Become an expert about a certain type of problem. Talk to people who have experience in the area. Read everything you can on the subject. Develop a theory about the problem: When is it most likely to happen? What causes it? What can be done about it? Become an expert in the subtle differences between it and similar problems. Become an expert on trends in your industry and profession. Learn about technology that is changing business processes.

I am not suggesting that you become an expert in every facet of the sales process. But make the customer the focus. Start by looking at what you do almost effortlessly, well enough to take it for granted. You are probably unconsciously competent about it. Maybe it is how to influence others. Step back and look at what you do that allows you to be so effective. Ask others for their opinions about it. Build on that skill.

When you become an expert, write articles that can be published in industry publications. You can provide examples of what you have done (keep the company names anonymous unless you get the company’s written permission). The article should provide helpful advice and shouldn’t come across as a sales promotion.

Write about the symptoms of a common sales problem, how people can assess whether they have this problem, and the consequences of not fixing it. Describe in general terms what it takes to fix the problem.

In most cases, you should check with your manager to be sure your company supports the article. At the very least, try to get the article published in your company’s in-house publication, if one exists. Be sure that you don’t reveal confidential or proprietary information. Check with your legal department if you have a concern in that area.

When the article is published, get reprints. Get it on your company’s Web site, if possible. Being published in this way allows you to be recognized as a leader in your field.

Do you have aspirations to move up into management? If so, what are your motives for doing so? Recognize that the responsibilities of a sales manager require a different set of skills than those of a salesperson. Moving into management means that you will work primarily through your salespeople and that your success depends on their success. Typically, your responsibilities for direct selling will be limited. Communication, coaching, and leadership are some of the skills you will need to rely on as a sales manager. You will build on some of the skills you used as a salesperson, such as your ability to plan and organize, but those play a secondary role.

If you aspire to become a manager, first examine whether it is something you will enjoy doing. Second, determine the extent to which you have demonstrated the skills needed to succeed as a manager. Third, when you are promoted into management, develop a plan for improving the skills you need to be successful at that level. Finally, be cautious of gravitating into those areas in which you are most familiar and most comfortable: selling. If you go on a sales call with a salesperson, be there to coach, not to sell.

It is much better to move into a higher-level position aware of what the requirements are than to discover them when you get there. Do what you enjoy and learn to do it well.

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