Four Leadership Styles Directive behavior Supportive behavior Low Low High High Supporting Selling Telling Delegating
Situational Leadership: Follower Maturity and Leadership Styles Directive behavior Supportive behavior Low Low High High High competence, high commitment High competence, variable commitment Some competence, low commitment Low competence, high commitment High Follower maturity Low Supporting Selling Telling Delegating
Measurement - determine the indicators of successful change.
Sales Support Programs - programs to support and reward implementation of the change program.
Implementation Strategies - pilot test programs.
CHANGE MANAGEMENT PROCESS
Instructions: To find out to what degree you like change, use the following scale in responding to the following eighteen statements. There is no right or wrong answer. Rather, the intent is to help you explore your attitudes toward change. SA = Strongly Agree A = Agree ? = Undecided D = Disagree SD = Strongly Disagree How Change Oriented are You?
How Change Oriented are You? 1. I try new ideas and new approaches to problems. SA A ? D SD 2. I take things or situations apart to find out how they work. SA A ? D SD 3. I can be counted on by my friends to find a new use for existing methods. SA A ? D SD 4. Among my friends, I’m usually the first person to try out a new idea. SA A ? D SD 5. I demonstrate originality. SA A ? D SD 6. I like to work on a problem that has caused others great difficulty. SA A ? D SD
How Change Oriented are You? 7. I plan on developing contacts with experts in my field located in different companies or departments. SA A ? D SD 8. I plan on budgeting my time and money for the pursuit of novel ideas. SA A ? D SD 9. I make comments at meetings on new ways of doing things. SA A ? D SD 10. If my friends were asked, they would say I’m a wit. SA A ? D SD 11. I seldom stick to the rules or follow protocol. SA A ? D SD 12. I discourage formal meetings to discuss things. SA A ? D SD
How Change Oriented are You? 13. I usually support a friend’s suggestion on new ways to do things. SA A ? D SD 14. I probably will not turn down ambiguous job assignments. SA A ? D SD 15. People who depart from the accepted organizational routine should not be punished. SA A ? D SD 16. I hope to be know for the quantity of my work rather than the quality of my work when starting a new project. SA A ? D SD 17. I must be able to find enough variety of experience on my job or I will leave it. SA A ? D SD
Scoring: Give yourself the following points for each circled response. SA = 5 points A = 4 points ? = 3 points D = 2 points SD = 1 point How Change Oriented are You? 18. I am going to leave a job that doesn’t challenge me. SA A ? D SD
Internal Systems of a Group Activities Norms Interactions Sentiments
You are the boss with the title, rank, experience,and all the accountability that comes with the job. You have the feeling that your salespeople are not following many of your orders. You wonder if you are becoming paranoid. Although you are the formal leader, an informal leader has emerged. It’s Jose Guerrilla.
Deliberately or not, he has become influential, even playing amore dominant role than you. Jose is one of your top salespeople, but is behaving like an underground rebel. The group’s overall performance is quickly dropping. Is there a connection?
You must correct the situation soon. You do not want to lose Jose, he is a valuable salesperson, besides you really like Jose. Ground rule #1, you have got to turn the situation around. Why did an informal leader
emerge? How do you handle Jose? What can you do to prevent this from reoccurring?
1) Get the group together and remind them that you are the boss. Tell them like it or not the ignoring of your orders must and will stop.
2) Take Jose aside and tell him you “appreciate” the “help” in managing the group. Tell Jose that by pulling together, you can make the situation work out right for everyone.
3) Let nature take its course. Sit back and let Jose make a big mistake that will cause him to lose favor with the group.
4) Take time to get to know Jose. When you know his career objectives you will probably find that he is not after your job. Use Jose to make your communications between yourself and the group more efficient.
5) Talk to each member of the sales team separately. Let them know that you know what is going on and that it is tantamount to insubordination .
DECISION OPTIONS “Jose Guerrilla”
1. You should try to sell an idea to the "natural" leaders first. 2. Thoroughly explaining the reasons for a change will invariably turn resistance into cooperation. 3. Getting to know your people well is one of the best ways to obtain control over their resistance to change. Effectiveness in Selling New Ideas or Programs
4. It's usually better to hold a meeting to address the entire sales force about a change that will affect them. 5.You should inform your sales force as far in advance as possible about changes that will affect them. 6.When you propose a program or an idea, you are unlikely to encounter resistance except on the most important issues involved. Effectiveness in Selling New Ideas or Programs
1) Make a sincere promise to Hot Shot that she will get the next manager's spot that opens.
2) To give Hot Shot more recognition you send her and her husband to the national sales convention with the company picking up the tab.
3) Do not let the other salespeople think you give into ultimatums. You consider the letter as a letter of resignation and let Hot Shot go.
4) Make special managerial training available to the sales group. Tell Hot Shot that when an opening becomes available her excellent sales record along with the techniques learned in the course will place her among the top applicants.
Reasons for termination should be specifically spelled out.
When possible, offer an attractive severance package and outplacement services.
The firing session should be brief.
The firing session should be held at the beginning of the week.
Women in Sales: Percentages by Industry Percent of Women Industry In Sales Force Banking 24.7 Business services 30.3 Chemicals 9.1 Communications 34.7 Educational services 50.4 Electronics 19.6 Food products 28.5 Health services 45.1 Insurance 27.4 Miscellaneous manufacturing 17.6 Office equipment 24.1 Printing/publishing 38.9 Retail 20.0 Rubber/plastics 17.7 Transportation equipment 23.9 Wholesale (consumer) 19.5 Average 24.3