---
title: "Mastering Internal Communication: Essential Skills for Sales Managers"
description: "Communication is the process of transmitting and feedbacking information, and it is an essential skill for sales managers. Without communication, there is no sales or sales management. Internal communication is crucial for improving efficiency and sharing information resources, and sales managers must master principles of accuracy, hierarchy, and timeliness to effectively coordinate with various departments and achieve goals."
author: "芮新国"
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published: "2015-01-25"
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# Mastering Internal Communication: Essential Skills for Sales Managers

> Communication is the process of transmitting and feedbacking information, and it is an essential skill for sales managers. Without communication, there is no sales or sales management. Internal communication is crucial for improving efficiency and sharing information resources, and sales managers must master principles of accuracy, hierarchy, and timeliness to effectively coordinate with various departments and achieve goals.

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Communication is the process of transmitting and feedbacking information, and it is an essential skill for sales managers. It can be said that without communication, there is no sales; without communication, there is no sales management. In fact, sales managers need to do a lot of communication work every day (including internal and external communication), because their interactions with superiors, subordinates, customers, and the public are almost ubiquitous and constant.

Internal communication is one of the important ways for enterprises to improve efficiency and share information resources. Through communication, internal personnel can reach consensus on cooperation and coordination, thereby quickly adjusting resource allocation and improving work efficiency. Sales is one of the most important functions of an enterprise. In a sense, selling products is not just the job of sales personnel; all internal staff should participate in sales work. Therefore, the sales work of an enterprise cannot be separated from the coordination of various departments. Without the coordination of other departments, no matter how good the sales personnel are, they cannot establish long-term relationships with customers, and no matter how good the sales manager is, they cannot achieve performance goals.

The above work characteristics place high demands on the communication skills of sales managers. In fact, only with excellent internal communication skills can sales managers be competent for the management work of their positions and be able to integrate the enterprise's resources to smoothly achieve established goals.

**I. Three Principles of Communication**

To ensure the smooth realization of various established goals, sales managers must strive to obtain good cooperation from various departments and personnel. Here are three basic communication principles: accuracy; hierarchy; timeliness.

**1. Accuracy Principle**

Accuracy is the basic principle and requirement. In communication, only when the language and method you use are understood by the other party can communication be effective. This may seem simple, but it is not necessarily easy to do. In actual work, because the receiver may not fully understand the sender's information, the sender should synthesize the information and strive to express it in an easily understandable way. This requires the sender to have high language expression skills and be familiar with the language used by subordinates, peers, and superiors. Only then can various obstacles in the communication process be overcome.

**2. Hierarchy Principle**

When conducting vertical communication (including downward and upward communication), the "hierarchy" principle should be followed as much as possible.

In downward communication, since there are often supervisors below the sales manager (such as regional supervisors responsible for a market), and ordinary staff below the supervisors (such as sales representatives), the sales manager should try to place supervisors at the center of information exchange and encourage them to play a core role. However, in actual work, sales managers may overlook this and bypass lower-level supervisors to directly give orders to frontline personnel, which may cause many adverse consequences. If it is really necessary to do so, the sales manager should communicate with lower-level supervisors in advance, and only in unavoidable circumstances (such as emergency mobilization to complete a task) can they communicate across levels. In upward communication, in principle, the "hierarchy" principle should also be followed (sales managers generally report directly to the marketing director or sales director), and only in special circumstances (such as making suggestions or in emergencies) can they report across levels.

**3. Timeliness Principle**

Information is only valuable when it receives timely feedback. In communication, whether it is conveying information downward, providing information upward, or communicating with horizontal departments, sales managers should follow the "timeliness" principle. Following this principle can make it easier to gain understanding and support from all parties, and at the same time, quickly understand the thoughts and attitudes of colleagues. In actual work, communication often suffers greatly because information is not transmitted in a timely manner or because receivers do not pay enough attention.

**II. Internal Communication Channels in Enterprises**

Internal communication in enterprises can be divided into two types: formal communication; informal communication. "Formal communication" is generally conducted through the enterprise's organizational structure or hierarchical system (many enterprises have developed specialized information systems), while "informal communication" is generally conducted through channels outside the formal system (such as informal organizations within the enterprise).

**1. Formal Communication**

This refers to the sales manager transmitting information and communicating within the organization according to organizational regulations. Its means and forms include official letters, documents, meetings, etc. Formal communication is generally divided into three forms: "downward communication," "upward communication," and "horizontal communication." Downward communication is the main communication flow in traditional organizations, generally conveying policies, plans, regulations, and other information in the form of orders; upward communication refers to subordinates reporting work to superiors according to regulations (suggestion boxes, suggestions, symposiums, etc. also belong to upward communication); horizontal communication mainly refers to communication with departments at the same level but different departments.

Formal communication has strong binding force, good effect, and is easy to keep confidential. Usually, important messages, documents, and decisions are communicated in this way. However, it also has disadvantages: because it relies on the enterprise's system to transmit layer by layer, it is very rigid, the communication speed is slow, and there is a possibility of distortion.

**2. Informal Communication**

Informal communication is different from formal communication and has a certain relationship with "informal organizations" within the enterprise. Its communication objects, time, and content are generally unplanned and difficult to identify. Its communication mainly relies on various social relationships within the organization (these relationships often transcend departments, units, and levels).

However, over-reliance on informal communication channels also has risks, because this communication method has a high possibility of distorting or making errors in information, and it cannot be verified. Especially on issues closely related to employees' personal interests (such as promotion, treatment, etc.), "rumors" are often easily generated (the spread of such false information may cause great trouble to the organization). However, any organization has more or less such informal communication channels. For this communication method, sales managers should neither completely rely on it to obtain information nor completely ignore it. Instead, they should pay close attention to the causes of erroneous or false information and try to correct errors or provide factual information.

**III. Internal Communication Methods in Enterprises**

There are many internal communication methods in enterprises. Here are three common methods:

**1. Issuing (or Receiving) Instructions**

When guiding subordinates' work or receiving orders from superiors, "instructions" are a common communication method used by sales managers or higher-level superiors. "Instructions" are similar to "commands" and are mandatory, requiring subordinates to perform a task or stop a certain job under certain circumstances. The way or nature of "instructions" can be various:

**General vs. Specific.**

Superiors' "instructions" to subordinates can be specific or general. Whether the "instruction" is general or specific mainly depends on the superior's ability to foresee the surrounding environment and the subordinate's response. Superiors with strict views on delegation tend to give specific "instructions," while those who lack foresight of all surrounding circumstances when implementing "instructions" mostly give general "instructions."

**Written vs. Oral.**

Superiors can issue instructions to subordinates in written or oral form. Which form to adopt needs to consider factors such as the reliability and trust between superiors and subordinates. If the relationship with subordinates is reliable and trust is high, written instructions are not necessary; if it is to prevent repetition of instructions and avoid disputes, or to announce a specific task to all relevant personnel, instructions should be issued in written form.

**Formal vs. Informal.**

When issuing "instructions" to subordinates, superiors can adopt a "formal" or "informal" approach. Choosing which approach is also an art. Generally, use an "informal" approach to inspire subordinates, and use "formal" written or oral methods to command subordinates.

**2. Convening or Attending Meetings**

The Role of Meetings

The communication process is also a process of exchanging ideas and emotions, and meetings provide opportunities and platforms for such exchanges. Meetings are one of the daily activities of enterprises, and the operation and major decisions of enterprises cannot be separated from the form of meetings. Through meetings, collective wisdom can be gathered, participants can reach consensus through exchange, and relationships can be strengthened; everyone can understand common goals and work relationships with each other, thereby better determining their own goals and work methods; through meetings, unnoticed problems can be discovered and carefully considered and studied. Meetings have forms such as work report meetings, thematic discussions, and employee symposiums. Although "meetings" are an important method for managers to communicate, they must not be completely relied upon, and before convening or attending a meeting, there must be full preparation to avoid becoming a mere formality.

How to Organize Sales Meetings?

Sales meetings are meetings of sales personnel (including sales managers, regional supervisors, and sales representatives), also called "business meetings," and are an important activity in the sales work of an enterprise. Through sales meetings, sales managers can allocate sales tasks, control sales progress, discover existing problems in a timely manner and provide suggestions or help, and obtain and feedback market information in a timely manner... Sales meetings can be informal, without limiting the number of participants, and can be held anywhere in various ways. It should be reminded that clarifying the purpose of the meeting is very important. A common mistake sales managers make when holding meetings is failing to clearly state the purpose, and sometimes even they themselves are not clear about the purpose of the meeting.

**3. Individual Conversations**

This form is mostly based on mutual trust. Using this method to communicate easily creates a sense of intimacy between the two parties, which is beneficial for both parties to unify understanding and appreciate their respective responsibilities and obligations. In such situations, both parties are often willing to express their true thoughts and raise issues that are inconvenient to raise on other occasions (such as meetings), thereby enabling superiors to accurately grasp the ideological dynamics of subordinates and strive to reach consensus on understanding, opinions, etc.

**IV. Common Communication Barriers**

Common barriers in sales managers' communication can be summarized into two types: subjective barriers; objective barriers.

**1. Subjective Barriers**

Differences in personality, temperament, attitude, emotions, opinions, etc., between the sales manager himself or between superiors and subordinates can cause information to be constrained by personal subjective psychological factors during the communication process.

During the communication process, if there is too large a gap in experience level and knowledge structure between the two parties, communication barriers will arise.

Information and communication are often transmitted layer by layer according to the enterprise's organizational structure, but during transmission, information is often affected by personal memory and thinking ability, resulting in omissions or distortions, and communication efficiency is also reduced.

Everyone may have different attitudes toward information. Some people ignore information that is not important to them and do not care about organizational goals, decisions, and other information, only valuing and caring about information closely related to their own interests, thus causing communication barriers.

Lack of trust between superiors and subordinates, and this mutual distrust can affect the normal conduct of communication.

The fear of subordinates can also form barriers to communication.

**2. Objective Barriers**

If the two parties in communication are too far apart in space, they may have few opportunities to contact, which may also cause communication barriers.

Differences in social and cultural backgrounds, racial differences, etc., can also affect communication work.

When the enterprise organization is too large and there are too many intermediate levels, information from the highest decision-making level to the lower-level grassroots units is prone to distortion and time-consuming, thus affecting the timeliness of information. This is a barrier caused by the enterprise's organizational structure.

The above communication barriers generally exist to a greater or lesser extent. Sales managers should try to eliminate these barriers to create conditions for effective communication.

**V. Vertical Communication**

Vertical communication refers to communication between superiors and subordinates, such as communication between sales managers and regional supervisors, between marketing directors and sales managers, and between regional supervisors and sales representatives.

**1. Key Points for Vertical Communication**

Subordinates should obey superiors.

Without obedience, there is no management. Generally speaking, subordinates have no right to judge whether superiors are right or wrong; the right or wrong of superiors is determined by their superiors (for sales managers, their direct superior is generally the marketing director or sales director).

There is only one direct superior.

Each position and each person has only one direct superior, obeys only the command of that superior, and reports work only to that superior. It is a universal, permanent, and necessary rule. If this rule is violated, power and discipline will be harmed, order will be disrupted, and stability will be threatened.

Each leadership position on the management tree has only one top person in charge. The power stipulated by the position can only be given to this person, and the responsibility must also be borne by this person. This person is the principal of the position. For the marketing and sales system, the usual management tree form is "Marketing Vice President – Sales Manager – Regional Supervisor – Sales Representative." Each position on the management tree represents the principal. Under the principal, a deputy can be set up. The deputy and the principal are in the same position. Although the deputy can have some command power after authorization, the leadership responsibility of the department is still borne by the principal.

Communication should be hierarchical.

In principle, superiors can inspect across levels but cannot command across levels; subordinates can appeal across levels but cannot report across levels. That is to say, the marketing vice president can personally or through other means inspect the work of regional supervisors and sales representatives, but after discovering problems, he generally cannot directly command regional supervisors or sales representatives across levels, but can only issue instructions through the sales manager (unless in emergencies or other special circumstances, he can command across levels).

**2. Sales Manager vs. Marketing Vice President (or Sales Vice President)**

The sales manager should humbly accept the guidance and advice of the marketing vice president (or sales vice president), because the direct superior's guidance, advice (even criticism) helps improve one's work. In actual work, the principle of "obedience" must be followed, even if the marketing vice president's decision is wrong.

The marketing vice president must also follow the "hierarchy" communication principle. Even if he finds problems in sales work, he should issue correct instructions to the sales manager, and then the sales manager (through regional supervisors if necessary) executes his instructions, rather than directly commanding the sales manager's subordinates.

**3. Sales Manager vs. Regional Supervisor**

In principle, the sales manager should let each regional supervisor decide local personnel and tactics on their own. The regional supervisor's main job is to contact customers under the orders of the sales manager, sell products, and complete the sales and payment collection goals of the region. After a regional supervisor stays in a certain region for a certain period, they may develop a certain inertia. At this time, the sales manager can adopt a rotation method to rotate regional supervisors.

**4. Sales Manager vs. Customer Service Supervisor**

Nowadays, customer service work is receiving more and more attention. In many enterprises, the customer service department has been independent and is at the same level as the marketing department and sales department.

In an increasingly competitive environment, the quality of enterprise service directly affects its image and status. Many customers have become accustomed to viewing service level as an indicator of supplier competitiveness. In daily sales and service processes, the degree of communication between the sales manager and the customer service supervisor directly affects sales and payment collection work, so special attention should be paid.

**5. Sales Manager vs. Sales Personnel**

According to the principle of vertical command, the sales manager should not directly command sales representatives (unless there is no regional supervisor position under the sales manager or the regional supervisor is also a sales representative), but the sales manager must obtain first-hand information from sales representatives. What should be done? The best way is to have sales representatives submit a series of reports through regional supervisors (if the sales manager is not clear about the frontline situation, many decisions cannot be made), such as daily sales reports, weekly sales reports, market information feedback forms, etc.

**6. Sales Manager's Work Reports**

Work reporting is a task carried out by many enterprises. Through work reports, a comprehensive summary and plan of work can be made. The marketing center's work reports generally have three forms: initial work report, regular work report, and special work report.

**Initial Work Report**

This refers to the superior and subordinate jointly discussing the subordinate's job description. It is generally conducted in the following situations: before a new employee signs an employment contract; before a new management model is formally implemented; when work nature changes leading to position changes; etc. The content of the work report includes: work area and scope, direct responsibility of the position, leadership responsibility of the position, main powers of the position, etc. Through the work report, the subordinate accepts the tasks and responsibilities described by the superior, and accepts the treatment and remuneration of the position.

**Regular Work Report**

This refers to subordinates reporting to superiors on a regular basis. For example, the sales manager reports to the marketing vice president every three months, and the regional supervisor reports to the sales manager every two months. The cycle of regular work reports can be determined according to industry and enterprise characteristics. When reporting, the subordinate needs to report item by item according to the job description, provide relevant evidence and materials; need to report progress in combination with weekly, quarterly, and annual work plans; need to propose improvement plans; need to propose improvement suggestions for imperfect and unreasonable clauses in the job description; need to propose improvement suggestions for long-standing coordination obstacles between departments.

In the work report, the superior will question the subordinate or answer the subordinate's questions and suggestions. Through the work report, the superior finally evaluates the subordinate's work and gives answers to the subordinate's suggestions.

**Special Work Report**

This refers to the superior describing the parts of work adjustment (or correction) to the subordinate. It is generally conducted in the following situations: the job description clauses are extremely unreasonable (at this time, both superiors and subordinates can propose correction applications); business adjustments bring functional adjustments; personnel changes such as transfers or job rotations occur; new work content is injected into the work nature.

The main content of the special work report includes: correcting unreasonable clauses in the job description; redefining work content, responsibilities, powers, interests, and affiliation relationships according to business adjustments; providing new job descriptions during job rotations; the superior informing the subordinate of newly injected work content.

**VI. Horizontal Communication**

Marketing and sales work is not a completely independent process. There is often a close internal connection between the marketing system, internal and external (including other brother departments). They each are responsible for their own duties according to regulations and processes, and also serve and constrain each other.

**1. Sales Department vs. Marketing Department**

The marketing department is one of the departments most closely related to the sales department. The two departments are interdependent and often need to fight side by side (the resources provided by the marketing department are an important guarantee for the sales department to successfully complete performance).

Work closely related between the marketing department and the sales department includes: development and launch of new products; channel planning and design; formulation of sales targets; formulation of annual marketing plans; the marketing department conveys research information on market demand, competition, environment, etc., to the sales department; the sales department cooperates with and supports the marketing department's research work and requests.

**2. Sales Department vs. Finance Department**

The sales department is the department that makes money, and the finance department is the department that manages money. The finance department not only controls customer payment collection but also controls the sales department's expense expenditures. Related work between the two departments includes: invoice issuance and management, accounts receivable management, customer credit limit management, account reconciliation operations, sales expense management, reimbursement operations, etc.

Sales revenue has a great impact on the enterprise's cash flow. The finance department should cooperate with the sales department to do collection, reminder, and audit work. In addition, financial analysis is also an important basis for marketing decisions. The finance department should regularly provide the sales department with financial analysis reports, sales expense analysis reports, sales profit analysis reports, product structure analysis reports, and other materials. Furthermore, budget control is an important means to reduce sales expenses, which is also an important aspect of communication between the finance department and the sales department.

**3. Sales Department vs. Production Department**

**Production Based on Sales**

Many enterprises' marketing concepts have changed and can achieve "production based on sales" (formulating production plans based on sales plans). The "production-sales coordination meeting" regularly held by enterprises (generally on a monthly basis) is a communication method. The production department supervisor and sales manager will attend the "production-sales coordination meeting" to jointly discuss the next production and sales targets. After the production and sales targets are approved, they are generally issued to the production unit in written form (official documents).

**Quality and Quantity Guarantee**

Product quality and quality stability are key to attracting customers to repurchase. To ensure consistent quality, many enterprises regularly hold "product quality seminars," which are a communication platform including the sales department. The topics of "product quality seminars" are usually product quality analysis and improvement, generally held in the company meeting room or at the site where quality problems occur. Participants usually include the marketing vice president, production manager, market manager, sales manager, R&D manager, and relevant supervisors.

**4. Sales Department vs. R&D Department**

**R&D Oriented by Market**

The sales department should submit market information and product development suggestions to the R&D department from time to time. R&D personnel can also accompany sales personnel (or market personnel) to inspect the market to obtain market information. R&D personnel can also jointly hold "product development seminars" with the sales department to discuss and solve product improvement and development matters.

**Selling Points Backed by R&D**

Technological improvements and upgrades can have a significant impact on products—they can create selling points, establish differentiation and competitive advantages. R&D personnel can help refine product selling points, assist in sales, and can trial-sell samples through the sales department and improve products based on feedback information.

**Conclusion**

For the sales team, the four key factors of a sales manager—leadership, communication, sales, and interpersonal interaction—determine the fate of the sales team. Internal and inter-departmental communication is very important for the development of sales work and the achievement of sales goals. Sales managers bear a very important responsibility in this regard. They are not only responsible for the growth of sales personnel and the achievement of sales goals, but also responsible for the coordination and communication between the sales department and other departments. In fact, for most companies, sales managers and sales personnel must become catalysts for dealing with other departments.

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