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Leadership

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  • 16 14
  • 17 15
  • 20 18
  • 21 19
  • Transcript

    • 1. LEADERSHIP
    • 2. Salesperson’s Behavior Salesperson Professional maturity Needs Goals Relationship with manager Sales Team Activities Interaction Norms Sentiments Situation Task structure Time pressure External system Leadership Factors in Sales Management Skills Power Styles Empowerment Vision Legitimate Directing Intuition Value Congruence Coercive Coaching Self-understanding Referent Supporting Expert Delegating Sales Manager
    • 3. Leadership Skills Value congruence Self-understanding Intuition Empowerment Vision Leadership skills
    • 4. Four Leadership Styles Directive behavior Supportive behavior Low Low High High Supporting Selling Telling Delegating
    • 5. 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
    • 6.
      • Assessment - examination of the customer environment in which the company operates .
      • Redesign - initiatives based on three interrelated tasks:
        • Customer orientation - know customer buying process.
        • Sales strategy - deployment of sales resources and buyer segmentation.
        • Selling processes - determined by the segment of buyer.
      CHANGE MANAGEMENT PROCESS
    • 7.
      • 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
    • 8. 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?
    • 9. 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
    • 10. 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
    • 11. 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
    • 12. 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
    • 13. Internal Systems of a Group Activities Norms Interactions Sentiments
    • 14.
      • 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?
      “ Jose Guerrilla”
    • 15.
      • 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”
    • 16. 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
    • 17. 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
    • 18.
      • Situation Important Points
      • Prior to 1. Who is being called on?
      • Sales 2. What happened last time?
      • Call 3. Objective of call?
      • 4. Objections may arise?
      • 5. How to handle objections? 6. Who are key players?
      • 7. Developmental points last call?
      Coaching
    • 19.
      • Situation Important Points
      • During the 1. Let salesperson control call.
      • Sales Call 2. Answer necessary questions briefly.
      • After the 1. Ask for self-evaluation.
      • Sales 2. Reinforce positive behavior.
      • Call 3. Suggest effective responses.
      • 4. Keep records.
      Coaching
    • 20.
      • Instead of criticizing them, repeatedly tell salespeople what you like about their performance.
      • Help salespeople improve by giving them “how to” advice.
      • Insist that salespeople evaluate themselves in order to develop their evaluative abilities regarding their own work habits and performance.
      • Ask questions to ensure the salesperson is actively involved .
      Additional Suggestions for Coaching Salespeople
    • 21.
      • Make the most of resources that are available to you,
      • such as special training materials and so on.
      • An agreement between you and the salesperson should
      • be arrived at regarding corrective actions to be taken.
      • Keep records of specific standards of performance,
      • including how performance will be measured and by
      • what date. The salesperson should be shown these
      • records when they are written to avoid any
      • misunderstandings.
      Additional Suggestions for Coaching Salespeople
    • 22. Sales Managers’ Rankings of the Causes of Plateauing Among Salespeople Mostly Mostly Salary Commission Overall Men Women Only Only No clear career path 1 1 2 1 4 Not managed adequately 2 2 4 3 1 Bored 3 3 3 2 5 Burned out 4 5 1 5 2 Economic needs met 5 4 7 6 3 Discouraged with company 6 6 5 4 6 Overlooked for promotion 7 7 6 7 8 Lack of ability 8 8 9 8 7 Avoiding risk of management job 9 9 10 10 9 Reluctance to be transferred 10 10 8 9 10
    • 23.
      • When asked the question, “Are you a winner?” Hot Shot
      • answers, “Well, how did you know?” When dealing with this
      • type of personality it is best to keep a cool head.
      • Although she is a top salesperson, meeting or beating
      • quotas, she is clearly a victim of tunnel vision. High
      • productivity is a great asset to have in an employee, but she
      • believes that this asset alone is reason for a managerial
      • position.
      • Hot Shot has heard an incorrect rumor that a district sales
      • manager position is opening and believes that she deserves
      • the job. She shows no tact in letting everyone know her
      • feelings. History has shown that although she is an excellent
      • salesperson, she is quite a loner. In your opinion she isn’t
      • ready for a job with the responsibilities of a district sales
      • manager.
      “ Hot Shot”
    • 24.
      • You have a reputation of being fair and rewarding
      • outstanding achievements. There is not need to change
      • your style now, but you have just received a letter from
      • Hot Shot. She is very direct and states, “I have worked
      • long and hard for this company and have always been
      • the top salesperson. I have no complaints at all about
      • salary, or the commission and bonus plans. I want you
      • to recognize that I feel I am totally ready for a sales
      • manager’s job, the next one that opens up. It is
      • important for me to tell you that if this company cannot
      • use my talents, I have only one choice to make. What
      • say?”
      “ Hot Shot”
    • 25.
      • The letter enrages you but you realize that you cannot
      • fire her or give her a job that does not even exist. In
      • fact it is your job to keep her self-esteem and energy as
      • a salesperson intact since your job depends on the
      • productivity of your sales force. Your boss wants to
      • know exactly how you are going to handle this one.
      “ Hot Shot”
    • 26.
      • 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.
      DECISION OPTIONS “Hot Shot”
    • 27.
      • Establish a paper trail.
      • 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.
      Termination Suggestions
    • 28. 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
    • 29.
      • 1. Conduct yourself professionally.
      • 2. Dress appropriately.
      • 3. Be cautious when drinking at business functions.
      • 4. Don’t listen to sob stories.
      • 5. Avoid being alone when possible.
      • 6. Use independent transportation.
      • 7. Trust your instincts.
      Suggestions for Avoiding Sexual Harassment