Many new sales managers can plan and make a to do list, but struggle to know what to do first. Greg Barnes calls this the too much to do syndrome: with too much on their plate, they fail to get the important things done, and some freeze altogether. Alongside executive itis, covered in earlier episodes, it is one of the two main reasons managers fail.
Greg's fix is simple prioritisation: must do, should do, could do. He sets out the five things every sales manager must do every day (sell; manage and motivate; recruit and hire; train; and maximise sales revenue) and shows how selling with a salesperson alongside you covers most of them at once. Everything else is a should do or a could do, to be delegated or handed to support staff. He closes with how to delegate without abdicating responsibility, and how delegation helps you spot your future successor.