This document provides information on selling skills and leadership training. It discusses objectives of selling skills training such as prospecting, targeting, communicating, selling, servicing, and information gathering. It then discusses qualities of effective leaders such as verbal fluency, problem-solving ability, flexibility, and social skills. Finally, it notes that leadership is influenced by factors such as the leader, followers, and situational variables, and that good leadership involves influencing people to achieve common goals.

1. Selling Skills & Leadership Training

2. To add to your present inventory of skills:
 The meaning of a sales call
 Identifying buying motives
 Practicing sales call planning
 The approach and presentation techniques
 Transforming features into benefits that satisfy customer’s needs
 Sharpening questioning techniques
 Handling customer’s responses
 Developing various types of classes
OBJECTIVE OF SELLING SKILLS TRAINING

3.  Prospecting: Searching & knowing prospects
 Targeting: Deciding how to allocate time & resources among prospects and
customers
 Communicating: Communicating information about the company’s products and
services
 Selling: Approach, presentation, objection handling, closing
 Servicing: Providing services to the customers-consulting on problems, rendering
technical assistance, arranging financing, expediting delivery
 Information gathering: Conducting market research and doing intelligence work
 Allocating: Deciding which customers will get scarce products during product
shortage
SALESFORCE OBJECTIVES

4. De Gaulle was tall ; but, Nepoleon was short
Abraham Lincoln was slender, lean;
But Winston Churchill was obese, short.
SIZE AND SHAPE
DOES NOT MATTER
TO BE A GOOD LEADER
DO YOU HAVE TO BE TALL TO BE A LEADER?

5. • Verbal fluency
• Problem-solving ability
• Insight into group problem
• Flexibility
• Intelligence
• Acceptance of responsibility
• Social skills
WHAT MATTERS TO BE A LEADER…

6. WHAT MATTERS TO BE A LEADER…

7. “LEADERSHIP IS INFLUENCING PEOPLE TO FOLLOW IN THE ACHIEVEMENT OF A
COMMON GOAL”
----Harold Koonz & Cyril O’Donnell
THE LEADER’S PERFORMANCE IS EVALUATED BY THE PERFORMANCE OF THE
FOLLOWERS.
L= f (l,f,s)
Leadership process is a function of the Leader, the
Followers, and other Situational variables
WHO ARE THE LEADERS?

8. LEADERSHIP IS NOT A BY BORN QUALITY
LEADERSHIP IS LEARNED
THROUGH
WORK EXPERIENCE
HARDSHIP
OPPORTUNITY
EDUCATION
ROLE MODELS
AND COACHING.
ARE THE LEADERS BORN OR MADE?

9. LIKED BY THE SALES PEOPLE
• Allow salesman’s independence or initiative because they are creative/emotional
people
• Shares credit and praise
• Makes suggestion without being offensive
• Asks for a suggestion and use if it finds acceptable. When reject, give him good reason
for that
• Make duties & responsibilities clear
• Should be well-mannered
• Develops a feeling of security.
QUALITIES OF THE LEADER

10. RELATING ELEMENTS TO COACHING & COUNSELING
ABILITY AND WILLINGNESS
1. Knowledge
Coaching 2. Willingness
3. Skills
4. Commitment
Counseling

11. LEVEL OF
PROFESSIONAL MATUARITY
A-Class Sales Officer ⇧Willingness, Commitment
⇧Knowledge, Skills
B-Class Sales Officer ⇧Willingness, Commitment
⇩Knowledge, Skills
C-Class Sales Officer ⇧Knowledge, Skills
⇩Willingness, Commitment
D-Class Sales Officer ⇩Willingness, Commitment
⇩Knowledge, Skills
ABILITY AND WILLINGNESS

12. D3
ABLE BUT
UNWILLING
INSECURE
D2
UNABLE BUT
WILLING
CONFIDENT
D4
ABLE AND
WILLING
CONFIDENT
D1
UNABLE
UNWILLING
INSECURE
FOLLOWER’S READINESS

13. S3
PARTICIPATING
ENCOURAGING
COLLABORATING
COMMITTING
S2
SELLING
EXPLAINING
CLARIFYING
PERSUADING
S4
DELEGATING
OBSERVING
MONITORING
FULFILLING
S1
TELLING
GUIDING
DIRECTING
ESTABLISHING
TEAM LEADER’S STYLE

14. FOLLOWER’S READINESS TEAM LEADER’S “BEST” STYLE
D1
LOW
S1
TELLING
D2
LOW TO MODERATE
S2
SELLING
D3
MODERATE TO HIGH
S3
PARTICIPATING
D4
HIGH
S4
DELEGATING
TEAM LEADER’S STYLE

15. TEAM LEADER’S STYLE

16. As a team leader you are concerned with making sure the work is done. Like all managers at every level
within the organization you need to carry out key managerial functions. These are:
WHAT TEAM LEADERS DO?
Setting Objectives Planning
Evaluating
Organizing &
Coordinating
Motivating
Communicating
Monitoring &
Controlling

17. A) PLANNING
Setting the organization’s goals and deciding how the best to achieve
them
Tools:
• Target fixing for each follower
• Tour Program
• Market Map
• Strategy
• Action Plan
• Follow-up plan
WHAT TEAM LEADERS DO?

18. B) MOTIVATING
Increasing subordinate’s willingness and ability, so that they can exert
high levels of effort toward organizational goals
Tools: Make them rich in Product Knowledge
Make them rich in Selling Skills
Make them Willing, High desire, Eager, Committed
WHAT TEAM LEADERS DO?

19. General Example Organizational Example
Achievement Achievement
Status Job Title
Friendship Friends at work
Stability Pension plan
Food Base salary
Maslow’s hierarchy of need
MOTIVATION
Physiological needs
Belongingness needs
Safety Security needs
Esteemed needs
Self
Actualization

20. What factors in the work place motivate people?
Labor leaders often argue that workers can be motivated by more pay, shorter
working hours, and improved working conditions.
Some experts suggest that workers are more greater motivated by allowing more
autonomy and responsibility
MOTIVATION

21. C) CONTROLLING
Monitoring and correcting ongoing activities to facilitate GOAL attainment
TOOLS:
1) Daily Call report
2) Following Tour Schedule
3) Sales & debtors follow-up
4) Expenses follow-up
5) Market assessment & Market map
6) Field visit evaluation
7) Given task evaluation
WHAT TEAM LEADERS DO?

22. D) COMMUNICATING
The transference and understanding of meaning
Noise distortion
Feedback
Brings quality in life
WHAT TEAM LEADERS DO?
Channel Decoding
Encoding
Source Receiver
Received
Message
Transmitted
Message

23. TONE OF VOICE AND BODY LANGUAGE
Combine
1. Good Listening habits
2. Awareness of Tone of Voice
3. Awareness of Body Language
COMMUNICATION

24. DEGREE OF RETENTION ( AFTER 3 HOUURS)
VERBAL INPUTS : 70%
VISUAL INPUTS: 72%
VERBAL + VISUAL INPUTS: 85%
COMMUNICATION

25. DEGREE OF RETENTION ( AFTER 2-3 DAYS)
WE REMEMBER 10% OF WHAT WE HEAR
WE REMEMBER 20% OF WHAT WE SEE
WE REMEMBER 65% OF WHAT WE SEE AND HEAR SIMULTANEOUSLY.
COMMUNICATION

26. MANAGER LEADER
Planning & Budgeting
-Target setting
Establishing direction
- develop a vision
- strategies to achieve the vision
Organizing & Staffing
•Establishing organization structure
•Staffing that structure
•Delegating responsibility to carry out plan
•Providing policies
•Creating methods or system to monitor implementation
Aligning people
-Communicating
Controlling & Problem solving
•Monitoring result vs. plan
•Identifying deviations
•Planning & organizing to solve these problems
Motivating & Inspiring
-Satisfying very basic , unfulfilled, human
needs
MANAGER VS LEADER

27. QUALITY EXPLANATION
Drive and Enthusiasm The desire and energy to get on with the job. Enthusiasm rubs off on the whole team so does the
lack of it
Honesty & Integrity Striking to your values. Integrity is essential to gain the trust and confidence of your team
Reliability &
dependability
Never letting the team down
Fairness A good team leader is fair minded and impartial at all times. It is about not taking sides and
dealing with everyone fairly
Communication Skills It is essential that you understand the people around you and that you are understood. Be a good
listener
People Skills Having a genuine interest in people, liking them and wanting to help and develop them
Ability to make difficult
decisions
Before making any decision get all the facts and discuss with everybody concerned. When things
go wrong, take time to get the facts and weigh up the situation. A good leader has good
judgment.
Confidence In yourself and in your team
Vision The ability to see the ‘big’ picture and look ahead
Sense of Humor This is very valuable; a sense of humor keeps things in proportion
LEADERSHIP QAULITY

28. Power is a factor in Leadership and in organizations; people use power to get things done. To have
power is to have the ability to influence people and events. Within organizations, leadership influence
will be dependent upon the type of power that the leader can exercise over other people.
Sources of Power:
Charismatic Power: Personal magnetism that attracts people
Legitimate Power: Position of a person. Legitimate power is based authority
Reward Power: Pay, Promotion, Praise and Recognition
Expert Power: Specialized knowledge that is possesses by the individual.
Coercive Power: Based on fear that leader has the ability to punish people who do not comply.
( Adapted from French and Raven)
LEADERSHIP AND POWER

29. THANK YOU