Be A Leader Of Leaders


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This presentation is a training course on leadership, sales management and sales techniques

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  • Be A Leader Of Leaders

    1. 1. BE A LEADER….OF LEADERS! Training for High-Tech Sales Managers Manjit Moses Daniel Vice President, International Business Newport Corporation January 2011
    2. 2. Contents <ul><li>Training Objectives </li></ul><ul><li>Tools for Success </li></ul><ul><li>Leadership Skills </li></ul><ul><li>Refresher on Sales Techniques </li></ul><ul><li>Advanced Sales Management </li></ul>
    3. 3. Is there a purpose for the Training? <ul><li>“ Life is like a parachute jump-you have to get it right the first time” – E Roosevelt </li></ul><ul><li>Happiness is usually what we all strive for - what makes you happy? At home? At work? Do you know yourself well and with honesty? </li></ul><ul><li>Does success breed happiness or does happiness breed success for you? </li></ul><ul><li>“ A life isn’t significant except for its impact on others” – Jackie Robinson </li></ul><ul><ul><li>Can you be happy without making others happy? What is the legacy you want to leave? Will others want to follow what you believe and learn from you? </li></ul></ul><ul><li>Does belonging to something meaningful make you happy? Is it important to you to make the groups that form your identity successful? </li></ul><ul><li>Do you have work-life balance? Do you have a secure self-identity? </li></ul><ul><ul><li>Are you willing to sacrifice? Do you have the passion for it? </li></ul></ul><ul><li>Would working for a GREAT company contribute to making you happy? </li></ul><ul><li>Only you can provide the answers for these questions. But, if you answered YES to the last one, then you owe it to yourself to ask the next question </li></ul><ul><li>What can YOU do to make YOUR COMPANY a great company? </li></ul>
    4. 4. Why is this training important? <ul><li>“ It is not the strongest of the species that survives, nor the most intelligent, but the ones most responsive to change” – Darwin </li></ul><ul><ul><li>This is true of companies too. Will you be part of this change? Will you strive to drive continuous improvement ? </li></ul></ul><ul><li>“ If you want things to stay the same, everything must change” – from “The Leopard” by Lampedusa </li></ul><ul><ul><li>The companies at the top of an industry and the Fortune 500 companies change every decade because market conditions change </li></ul></ul><ul><li>Become a COACH and mentor your team </li></ul><ul><ul><li>All of you manage people or manage distributors </li></ul></ul><ul><ul><li>TEACH them “to fish and hunt” so that you don’t need to feed them </li></ul></ul><ul><ul><li>Multiply the effects of your leadership greatly by developing other leaders </li></ul></ul><ul><ul><li>BE A LEADER OF LEADERS! </li></ul></ul>
    5. 5. What are the training objectives? <ul><li>Mea culpa….we all can do better! </li></ul><ul><ul><li>80/20 principle – let’s work on the 20% that will have the biggest impact on our influence individually. It is different for each of us </li></ul></ul><ul><li>Continuous improvement is a key to getting better….training is vital </li></ul><ul><ul><li>Pick the courses and schools that you will benefit from – don’t wait for others to tell you what you need to learn </li></ul></ul><ul><li>You have to establish your own scorecard for success </li></ul><ul><ul><li>Long-term profitable business growth and personal growth of individuals on my team are two metrics I use to measure the value I provide </li></ul></ul><ul><li>Success happens when opportunity meets preparation – have a plan and enjoy the planning process </li></ul><ul><ul><li>“ If you fail to prepare, you prepare to fail” – John Wooden </li></ul></ul><ul><ul><li>All plans fall apart in battle and becoming a champion depends on what you do once you get knocked down. Will you stand up and keep fighting? </li></ul></ul><ul><li>How can you make a meaningful contribution? </li></ul><ul><ul><li>Become a top-gun salesperson, 21 st- century sales manager AND a leader who develops other leaders! </li></ul></ul>
    6. 6. Contents <ul><li>Training Objectives </li></ul><ul><li>Tools for Success </li></ul><ul><li>Leadership Skills </li></ul><ul><li>Refresher on Sales Techniques </li></ul><ul><li>Advanced Sales Management </li></ul>
    7. 7. What should we learn first? <ul><li>Balancing “Personal Needs” of people with “Practical Needs” of the business </li></ul><ul><ul><li>As a parent, we want our kids to grow to be well-adjusted adults with good values and morals with the skills to be successful. But, on a daily basis, it is more important to make them happy and feel loved </li></ul></ul><ul><ul><li>Managing a team is no different as long-term strategic goals must be achieved while ensuring the team members are fulfilled on a daily basis </li></ul></ul><ul><li>Walking in the shoes of others </li></ul><ul><ul><li>“ Don’t assume your way is best. Be open to other cultures and leadership styles and don’t “take over” </li></ul></ul><ul><ul><li>Achieve results with integrity and in a manner that shows personal regard for the people with whom you work </li></ul></ul><ul><li>Consistency to get “buy-in” and foster loyalty </li></ul><ul><ul><li>“ You can’t get too much done in life if you work only on the days you feel good” – Jerry West </li></ul></ul><ul><li>TRUST is the glue that holds an organization together – trust is not possible without character </li></ul><ul><ul><li>“ No man can climb beyond the limitations of his character” – T Roosevelt </li></ul></ul><ul><ul><li>Leading by Example is the #1 trait identified in leadership polls </li></ul></ul><ul><ul><ul><li>CHARACTER MATTERS! </li></ul></ul></ul><ul><ul><ul><li>INTEGRITY, DISCIPLINE, STRONG WORK ETHIC & COMMITMENT </li></ul></ul></ul>
    8. 8. What is needed for a successful company? <ul><li>Develop a MISSION to give the company a purpose, a VISION to make the path tangible and a STRATEGY to give focus </li></ul><ul><li>Recruit a great TEAM with all the complementary skills needed and a core of strong leaders and managers </li></ul><ul><li>Build a consistent, believable and defendable BRAND </li></ul><ul><li>Align the company’s structure and culture to take advantage of opportunities – be MARKET-DRIVEN and CHANGE when needed </li></ul><ul><li>Fix what is broken and establish world-class PROCESSES, CONTROLS and OPERATIONS </li></ul><ul><li>Develop a portfolio of TECHNOLOGY capabilities and successful PRODUCTS </li></ul><ul><li>Strive for long-term CUSTOMER satisfaction </li></ul><ul><li>BALANCE the needs of employees, managers, customers, partners and shareholders </li></ul><ul><li>QUALITY OF LEADERSHIP will determine a company’s future! </li></ul>
    9. 9. What are the skills needed to be effective? <ul><li>Develop relationships and be customer-centric </li></ul><ul><li>Build robust processes that don’t need constant intervention and constantly drive for improvement </li></ul><ul><li>Involve all employees in quality and encourage team-work </li></ul><ul><li>Set up metrics for achieving objectives and monitor progress </li></ul><ul><li>Follow good rules of communication and respect differences and diversity – see guidelines </li></ul><ul><ul><li>The way you communicate advertises who you are </li></ul></ul><ul><li>Understand your role and be responsible for your own success. Help others when needed </li></ul><ul><li>Work on satisfying the personal needs of others </li></ul><ul><ul><li>Dignity, Respect, Understanding, Trust, Self-esteem, Empathy, Support </li></ul></ul>
    10. 10. Guidelines for good communication <ul><li>Answer every e-mail or phone call within 24-36 hour </li></ul><ul><ul><li>If you leave a telephone voice mail message for someone, please let them know what the issue is </li></ul></ul><ul><ul><li>Leave your cell phone on quiet/vibrate mode when you are in a meeting </li></ul></ul><ul><li>“ The customer is King”. If you can’t respond now tell him/her and find someone who can and make sure that person does it and closes the loop </li></ul><ul><li>Follow good email protocol </li></ul><ul><ul><li>Limit the number of people copied who need to know. Put in a meaningful subject so recipient can grasp the essence. </li></ul></ul><ul><ul><li>Indicate priority and confidentiality appropriately by using those option flags in Outlook </li></ul></ul><ul><ul><li>Make it clear who must take action and who is copied for info only. Make it clear who you want to reply to you or to others listed. </li></ul></ul><ul><ul><li>If you want to reply only to a sub-set of people copied on an email, send an email to all copied stating that you will respond only to the people needed so that the group knows that action is being taken </li></ul></ul><ul><li>If someone sends an email with an attachment, please preserve the attachment when you send a response – “forward” the response to addressees and don’t “reply all” </li></ul><ul><li>If someone asks you to do something and you can’t do it now, tell him/her when you can and notify him/her when it is done </li></ul><ul><li>Make sure documents and spreadsheets you send out are in an easy-to-print format </li></ul><ul><li>If you are assigning an action to someone else, designate a time of completion and let the other person know this deadline </li></ul><ul><li>Think about courtesy in communication even when you disagree or are having a discussion on a tough business issue with someone. In the long-term, you will be more successful if you are able to maintain good relationships </li></ul>
    11. 11. Contents <ul><li>Training Objectives </li></ul><ul><li>Tools for Success </li></ul><ul><li>Leadership Skills </li></ul><ul><li>Refresher on Sales Techniques </li></ul><ul><li>Advanced Sales Management </li></ul>
    12. 12. Leadership Skills <ul><li>Leadership Ability determines a person’s level of effectiveness </li></ul><ul><ul><li>Vision, Intuition, People skills, Planning/Strategic skills, Ability to deliver results </li></ul></ul><ul><li>Degree of Influence is a true measure of leadership </li></ul><ul><ul><li>Character depth, relationships/networks, knowledge, experience, ability, past success </li></ul></ul><ul><li>Leaders are learners and improve constantly </li></ul><ul><ul><li>“ I know what I don’t know” is a good start to learning </li></ul></ul><ul><ul><li>Personal growth is absolutely necessary to becoming a better leader </li></ul></ul><ul><li>Chart the course and don’t just steer the ship </li></ul><ul><ul><li>Examine conditions before making commitments. Be objective and recognize weaknesses and minimize self-deception </li></ul></ul>
    13. 13. Leadership Skills (contd.) <ul><li>Add Value by Serving Others </li></ul><ul><ul><li>Aspire to have a positive impact on others and measure by how far you help others advance </li></ul></ul><ul><ul><li>If you treat employees and customers right and listen to them carefully, profits will follow </li></ul></ul><ul><ul><li>A leader gives up the “ability to abuse” as his attitude affects the atmosphere of the team </li></ul></ul><ul><ul><li>“ The handshake of the host affects the taste of the roast” – Ben Franklin </li></ul></ul><ul><li>Trust is the foundation of leadership </li></ul><ul><ul><li>Get known for being fair, consistent and for meeting commitments </li></ul></ul><ul><li>People naturally follow leaders whom they perceive to be better leaders than themselves </li></ul><ul><ul><li>Look around at the caliber of people who choose to spend time with you or to follow you on their own free will. Do you want this to be a better group? </li></ul></ul><ul><ul><ul><li>You cannot attract a better group unless you become a good leader. You have to develop your character to become a stronger leader. </li></ul></ul></ul><ul><ul><ul><li>There is no short cut to building a strong team that you can lead </li></ul></ul></ul><ul><ul><li>People tend to attract others who tend to be similar. This may lead to rigid thinking. Try to fill your inner circle with more diversity </li></ul></ul><ul><ul><li>You might not get the choice to choose whom you lead </li></ul></ul>
    14. 14. Leadership Skills (contd.) <ul><li>Leaders develop good intuition over time and this helps them to be decisive </li></ul><ul><ul><li>Most decisions have to be made when 40%-50% of information is available if it is to be timely </li></ul></ul><ul><ul><li>Data needs to be processed into information through a good filter </li></ul></ul><ul><ul><ul><li>Do not over-analyze to a resolution much greater than the accuracy </li></ul></ul></ul><ul><li>You cannot move people to action until you connect with them by emotion – the heart comes first before the head </li></ul><ul><ul><li>“ People don’t care how much you know until they know how much you care. Leaders are dealers in hope” – John Maxwell </li></ul></ul><ul><ul><li>People follow Leaders and not Causes </li></ul></ul><ul><li>Secure Leaders empower others </li></ul><ul><ul><li>“ The best executive is the one who has sense enough to pick good men to do what he wants done and self-restraint enough to keep from meddling with them while they do it” – T Roosevelt </li></ul></ul>
    15. 15. Leadership Skills (contd.) <ul><li>Leaders compete VERY hard and find a way to lead the team to victory </li></ul><ul><ul><li>“ You cannot win without good athletes, but you can lose with them. Coaching matters” – Lou Holtz </li></ul></ul><ul><ul><li>A unified vision brings a team together to win </li></ul></ul><ul><ul><li>Have a vision for the team. Make the whole better than the parts </li></ul></ul><ul><li>When to lead is as important as what to do </li></ul><ul><ul><li>Timing is everything – right action at the right time </li></ul></ul><ul><ul><li>Activity is not necessarily accomplishment </li></ul></ul><ul><li>Leaders who develop leaders impact people beyond their reach and amplify success </li></ul>
    16. 16. Contents <ul><li>Training Objectives </li></ul><ul><li>Tools for Success </li></ul><ul><li>Leadership Skills </li></ul><ul><li>Refresher on Sales Techniques </li></ul><ul><li>Advanced Sales Management </li></ul>
    17. 17. Top-Gun Sales Techniques <ul><li>Sales is a process - learn it well and practice it with discipline </li></ul><ul><ul><li>Good training courses - Strategic Selling and Consultative Selling principles </li></ul></ul><ul><ul><li>Large Account Management Process (LAMP) for OEM Account Managers </li></ul></ul><ul><li>Strategic selling – right place, right people, right time </li></ul><ul><ul><li>Find out all the influencers (users, technical, economic) and their motivations. </li></ul></ul><ul><ul><ul><li>Don’t forget the economic buyer. Develop a coach </li></ul></ul></ul><ul><ul><li>Analyze your position with all influencers – strengths, weaknesses and action plans </li></ul></ul><ul><ul><li>Blue-sheet analysis (Miller-Heimann training) may be needed for complex sales situations </li></ul></ul><ul><ul><li>Always ask why? What does a customer REALLY need? Don’t just listen to what they say </li></ul></ul><ul><ul><li>Assess your chance of winning an order at all times – think about why you may win it, why a competitor might win it, what do you need to do to increase your chances, what help do you need to solicit </li></ul></ul><ul><ul><li>A lost order should never be a SURPRISE. You should know why you will win or why will lose an order if you have done proper discovery </li></ul></ul><ul><ul><li>Overcome or go around gate-keepers who prevent you from exploring an account </li></ul></ul><ul><ul><li>The Price you get will depend on the Value you create </li></ul></ul>
    18. 18. Sales Funnel Above the Funnel In the Funnel Best Few <ul><li>Do you work on all aspects of the sales funnel? </li></ul><ul><ul><li>All salespeople hate to prospect – but the best ones have it as one of their top priorities </li></ul></ul><ul><ul><li>Sales Managers have to ensure prospecting is done </li></ul></ul><ul><ul><li>Can you quickly find the 10% of leads that will likely yield results? </li></ul></ul>Prospect Qualify Cover the Bases Close Order
    19. 19. Top-Gun Sales Techniques (contd.) <ul><li>Are you using the limited direct-customer face time you get effectively? </li></ul><ul><ul><li>We have two ears and one mouth. Be a sincere ACTIVE LISTENER </li></ul></ul><ul><ul><li>This is the only time you can do good OPPORTUNITY DISCOVERY </li></ul></ul><ul><li>For OEM, spend a lot of time targeting the right customers. </li></ul><ul><ul><li>Think about who is the “ideal customer” for our company </li></ul></ul><ul><ul><li>Understand the entire account fully and align the right people at all levels </li></ul></ul><ul><li>Establish credibility first for yourself and the company </li></ul><ul><li>Develop your gut instincts and intuition </li></ul><ul><ul><li>Based on analysis of prior experience. Learn from failures of others too </li></ul></ul><ul><li>Consultative selling – become the customer’s external asset and provide value as an external consultant who solves the customer’s problems and not a seller of products </li></ul><ul><li>Change your style depending on the “buyer’s style” </li></ul><ul><li>Try to make it a win-win for you and the customer </li></ul><ul><ul><li>Provide a “win” for each “buyer” and not just the customer’s organization </li></ul></ul>
    20. 20. Relating - Personal Styles <ul><li>25% of customers are like you </li></ul><ul><ul><li>Likeable, easy to talk to </li></ul></ul><ul><ul><li>Easy to trust </li></ul></ul><ul><ul><li>You could be friends </li></ul></ul><ul><li>50% are not like you, but okay </li></ul><ul><ul><li>Easy professional relationship </li></ul></ul><ul><li>25% are impossible! </li></ul><ul><ul><li>Stay cool, professional </li></ul></ul><ul><ul><li>Don’t judge </li></ul></ul><ul><ul><li>Use TEAM-SELLING and get help </li></ul></ul>No matter what you are – start here
    21. 21. Consultative Selling Process <ul><li>Each sale is considered a project that must be managed through the Sales Funnel </li></ul><ul><ul><li>There is a beginning, middle and end </li></ul></ul><ul><ul><li>There are recognizable phases within the sale </li></ul></ul><ul><li>Consultative Selling </li></ul><ul><ul><li>Four Phases </li></ul></ul><ul><ul><li>Dealing with Barriers </li></ul></ul><ul><ul><li>Attitude </li></ul></ul><ul><ul><li>OPPORTUNITY DISCOVERY is a key! </li></ul></ul>Start HERE and continue clockwise!! Drive through the Levels in the Sales Funnel Relating Discovering Advocating Supporting No Trust No Need No Help No Satisfaction Problem Solving Attitude
    22. 22. Opportunity Discovery <ul><li>Technical/General </li></ul><ul><ul><li>Find out technical specifications or the details of the problem that needs to be solved? Are these final requirements – if not, when can final specifications of requirements be provided? </li></ul></ul><ul><ul><li>What is the research application or alternately, what product are you manufacturing for which you need a solution? Is it for Product development use or Production use? Where are they in their industry’s value chain? </li></ul></ul><ul><ul><li>Why do you need this solution? Is this a new requirement or a reorder or modification of an existing solution that you have? If this is not new, what are you using currently? Is that our product, in-house designed product or a competitor’s product? How long have you been using current product and why do you want to change? </li></ul></ul><ul><li>Budget </li></ul><ul><ul><li>Is there a budget already approved or will you have to apply for a budget? How much is the approved budget? If you have to apply for a budget, what is the process and how long will it take? </li></ul></ul><ul><ul><li>Why are you spending the money? Is it to do research, increase production capacity and/or to increase process efficiency? Is it contingent on receiving further customer orders? If so, can you provide details, at least on the timing of receiving your end-customer’s order? </li></ul></ul><ul><ul><li>When will you know for sure about your budget approval and when is the earliest you can spend the budget? Is there a date by which you have to spend the money? Is there some acceptable range for spending or is there a fixed budget? </li></ul></ul><ul><li>Timing </li></ul><ul><ul><li>When is the deadline to receive a quotation? When will the decision to buy or not to buy be made? What drives this timing? </li></ul></ul><ul><ul><li>When will the vendor selection be made? What drives this timing? How much more time will it take to place an order? </li></ul></ul><ul><li>Decision-makers </li></ul><ul><ul><li>Who is the end-user? Who is the technical decision-maker? Who is the economic buyer? </li></ul></ul><ul><li>Price </li></ul><ul><ul><li>What are your price requirements? What drives it? Is it a fixed budget limit, perception of market-value for the required solution, manufacturing process cost requirements, competitor’s quote, previous price paid for a similar solution? </li></ul></ul><ul><ul><li>Try and find out how much latitude there is in terms of the price requirements. Will price be the primary concern (as on a tender) or will the users have some latitude for paying more for a better solution from a preferred vendor </li></ul></ul><ul><li>Competition </li></ul><ul><ul><li>Probe which competitors are being considered. What is the history with competitor’s solutions? How far along is the customer in the process of engaging with the competition? </li></ul></ul><ul><ul><li>What is the seller’s current position amongst the competing solutions (including in-house design) being considered? What is driving this position? Try and find out the contact’s opinion on what you can do to move up to #1 on this list </li></ul></ul><ul><li>Next Steps </li></ul>
    23. 23. Contents <ul><li>Training Objectives </li></ul><ul><li>Tools for Success </li></ul><ul><li>Leadership Skills </li></ul><ul><li>Refresher on Sales Techniques </li></ul><ul><li>Advanced Sales Management </li></ul>
    24. 24. Sales Manager Scorecard 40   2 Ability to recruit and hire the right people to build a solid team  2 Delegation and Mentoring abilities 2 Analytical ability including good finance/forecasting skills 2 Interest in field travel to sell and get input directly from customers  2 Ability to drive change and adapt to different markets/territories  3 Integrity  3 Ability to sell to higher levels of management or peers in other departments ideas and/or necessity to expend resources/$  3 Good sales skills as it relates to SCI customers and new/small OEM customers 3 Strategic Thinking  3 Ability to drive salespeople/distributors and possessing the Charisma/Initiative to get the respect and trust of experienced salespeople; ability to inspire loyalty 3 Attention to detail, organization and priority-setting skills 3 Ability to assess people quickly and accurately  3 Experience doing selling and/or account management of large customers (sales to account >$5-10M/yr, end-customer revenue >$300-500 million/year 3 Upfront and open communication and language skills; good communication discipline to respond fast; 3 Right technical background through education and experience   1. Skills and Experience Importance (3 is highest) FOR EACH LINE, RATE YOURSELF ON SCALE OF 1-5 AND MULTIPLY BY IMPORTANCE RATING. COMPARE AGAINST IDEAL RATING OF 325
    25. 25. Sales Manager Scorecard (contd.) How much is your score against the ideal score of 325? Try to improve it every year. Drive your team members to improve their scores also 65 Total Points: 7   2 Respect and courtesy for all employees 2 Ability to work as part of a team even when hierarchies are unclear 3 Assess potential fit with peers, direct reports, managers, important contacts in other departments   3. Cultural Fit with Company Culture 18   2 Career aspirations – are they in line with what is realistic inside the company 2 Interest in the industry or technology areas that we are in 2 Interest in working for company in the long-term in a dedicated fashion 3 Customer Satisfaction focus  3 Interest in achieving team objectives set by management and company 3 Interest in setting up metrics and achieving results that can be measured for own team 3 Results orientation and in particular, an aggressive attitude to achieve sales results  Importance 2. Motivation
    26. 26. Advanced Sales Management <ul><li>Sales Management is about setting up systems and processes to build an effective sales-force and then adapting them to align with business needs and company objectives </li></ul><ul><li>Continuously update your job skills and training </li></ul><ul><ul><li>Technical, sales management, leadership, other business skills – functional/regional/industrial </li></ul></ul><ul><li>Communication – follow published guidelines </li></ul><ul><li>Recruitment – use assessment tool </li></ul><ul><ul><li>Grade A managers hire A+ managers. B grade managers hire C grade managers </li></ul></ul><ul><li>Detail-orientation and Priority-setting </li></ul><ul><ul><li>Use Outlook tools – recurring tasks, reminders, open inbox items, files to read folder, proper filing of emails, presentations, sales tools in a easy-to-find manner </li></ul></ul><ul><ul><li>20% of the tasks will deliver 80% of the results – set priorities </li></ul></ul><ul><ul><li>Focus on long-term and strategic activities and not just daily activities. </li></ul></ul>
    27. 27. Advanced Sales Management (contd.) <ul><li>Results-Orientation </li></ul><ul><ul><li>Is it aligned with the company? Sales vs. Bookings </li></ul></ul><ul><ul><li>Financial metrics like costs – take charge of your own budgets and cost structure </li></ul></ul><ul><ul><li>Help the company realize profits by carefully negotiating each deal </li></ul></ul><ul><ul><ul><li>Don’t be cheap when you don’t need to be. Treat employees well </li></ul></ul></ul><ul><ul><li>Have ways to measure customer satisfaction. </li></ul></ul><ul><ul><li>Set up your own metrics as needed in addition to company metrics </li></ul></ul><ul><li>Strategic and Analytical Thinking </li></ul><ul><ul><li>Every spreadsheet and customer contact tells a story. Be analytical and understand each key customer, region, product line trend etc. </li></ul></ul><ul><ul><li>Set up strategic/tactical/product plans and monitor progress. Set a plan and objectives to implement in addition to the sales target </li></ul></ul><ul><li>Selling Internally </li></ul><ul><ul><li>Figure out how to sell to your managers; use the entire team to sell to divisions and other departments </li></ul></ul><ul><ul><li>Use data – such as % probability of losing an order at different price levels when asking for a discount </li></ul></ul>
    28. 28. Advanced Sales Management (contd.) <ul><li>Integrity/Ethics </li></ul><ul><ul><li>Don’t set your own rules – the company wants you to follow our ethical guidelines and regulations </li></ul></ul><ul><li>Culture </li></ul><ul><ul><li>We have legal obligations about harassment, discrimination, fair treatment etc. that US employees have mandatory annual training on </li></ul></ul><ul><ul><li>The more you match the company’s culture, the easier it is to advance. If you try to be a “Lone Ranger”, you may be setting a ceiling for growth </li></ul></ul><ul><ul><li>We do international business - learn fast and adapt to different regions when dealing with distributors and customers </li></ul></ul><ul><ul><ul><li>PacRim, South Asia, Middle East, Europe (North, South, East etc.), Australia, Latin America – all have different cultures and business practices </li></ul></ul></ul><ul><ul><ul><li>If you have interests/hobbies (food, music, reading etc.) that help you to appreciate other cultures, it is a ice-breaker that helps you build trust faster </li></ul></ul></ul><ul><li>Treat internal and external teams and customers with respect and courtesy and be mindful of personal needs </li></ul><ul><ul><li>It is possible to be firm without being abrasive in most cases </li></ul></ul><ul><li>Be flexible – if something doesn’t work, look for other ways to fix the issue. Fix only what is broken </li></ul>
    29. 29. Advanced Sales Management (contd.) <ul><li>Motivation </li></ul><ul><ul><li>Learn to use the “carrot” and the “stick” effectively </li></ul></ul><ul><ul><ul><li>Use the velvet glove over the iron fist for the “stick” and think of the long-term relationship. </li></ul></ul></ul><ul><ul><li>If you help your employees and reps to understand how what they do fits into the bigger picture, they will do better </li></ul></ul><ul><ul><li>Learn to use incentive plans to incentivize performance towards company objectives </li></ul></ul><ul><li>Delegation and Mentoring </li></ul><ul><ul><li>Teach your team to be independent and to learn the same sales management techniques you follow </li></ul></ul><ul><ul><li>If you don’t develop them, you will not have the bandwidth to accept new responsibilities </li></ul></ul><ul><ul><li>The best managers are very secure about developing new leaders </li></ul></ul><ul><ul><li>COACH distributors and make their culture mirror ours if they are going to be long-term partners. Recommend changes in their structure as business needs dictate </li></ul></ul><ul><li>Managing Upwards </li></ul><ul><ul><li>You have to SELL internally your ideas. Don’t blame others for not doing it your way </li></ul></ul><ul><li>As you rise up in the organization, your responsibilities increase and your rights decrease. Now, you are one of the owners of the system </li></ul><ul><li>Aspire to be a LEADER and not just a good MANAGER </li></ul><ul><li>ACT AS IF IT IS YOUR OWN BUSINESS! </li></ul>
    30. 30. Thanks for Listening!