MANAGING THE MANAGERS.pptx

FUNCTIONS PERFORMED BY A MANAGER
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FUNCTIONS PERFORMED BY
A MANAGER
• A MANAGER “MANAGES’’ SOMETHING. THEREFORE,
HE MUST UNDERSTAND WHAT MANAGING MEANS.
• TWO TYPES OF FUNCTIONS IN A COMPANY :-
(A) MANAGEMENT OR MANAGERIAL FUNCTIONS
AND
(B) BUSINESS OR OPERATIONAL FUNCTIONS.
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CLASSIFICATION OF FUNCTIONS
A) MANAGERIAL
FUNCTIONS
• SITUATION ANALYSIS
• PLANNING:-
-SETTING OBJECTIVES
-ESTABLISHING STRATEGIES AND TACTICS
-DETERMINING RESOURCES
-DECIDING MONITORING MECHANISM
• ORGANIZING AND IMPLEMENTING
• LEADING, DIRECTING,
MONITORING,EVALUATING,CONTROLLING AND
MOTIVATING
• TAKING ACTIONS
• R&D
• PRODUCTION AND QUALITY CONTROL
• MARKETING, SALES AND DISTRIBUTION
• FINANCE / ACCOUNTS
• PURCHASING
• HUMAN RESOURCE MANAGMENT
• LEGAL AFFAIRS
B) BUSINESS FUNCTIONS
OR
OPERATIONAL FUNCTIONS
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FUNCTIONS PERFORMED
BY A MANAGER
• MANAGING “SOMETHING” MEANS :-
A MANAGER MANAGING SOMETHING BY PERFORMING
MANAGERIAL FUNCTIONS AND NOT BY DOING THE OPERATIONAL
FUNCTION OR JOB OF A SUBORDINATE HIMSELF.
• IN PRACTICE, MANY MANAGERS,UNCONSCIOUSLY MANAGE
SOMETHING BY ROUTINELY DOING THE OPERATIONAL FUNCTION OR
JOB OF A SUBORDINATE THEMSELVES.
FOR EXAMPLE :
A REGIONAL MANAGER, MANAGING A SALES REPRESENTATIVE BY
MAKING SALES CALLS REGULARLY HIMSELF. THIS IS NOT MANAGING A
SALES PERSON. HE IS DOING THE JOB OF A SUBORDINATE.
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OPERATIONAL OR BUSINESS AND
MANAGEMENT FUNCTIONS
• BOTH FUNCTIONS ARE ESSENTIAL FOR CO’S AND FOR
MANAGER`S SUCCESS. MUST BE GOOD AT BOTH E.G: A
SM MUST BE GOOD AT MANAGING VARIOUS ASPECTS
OF PERSONAL SELLING AND ALSO A FAIRLY GOOD
SALESMAN
• MOVES UP, OPERATIONAL FUNCTIONS DECREASE BUT
MANAGERIAL FUNCTIONS INCREASE
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BUSINESS FUNCTIONS
VS
MANAGEMENT FUNCTIONS
BUSINESS
/
OPERATIONAL
FUNCTIONS
MANAGMENT
FUNCTIONS
100%
100%
0%
SPO RM SM NSM/GM DIRECTOR
0%
30% 70%
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A CONSCIOUS PROCESS OF WORKING WITH PEOPLE AND OTHER
RESOURCES,EFFECTIVELY AND EFFICIENTLY, AS INPUTS TO
PRODUCE OUTPUTS, IN ORDER TO ACHIEVE COMPANY’S
COMMERCIAL AND FINANCIAL OBJECTIVES, THROUGH CUSTOMER
SATISFACTION / DELIGHT.
MAIN ELEMENTS OF MANAGEMENT
WHAT IS MANAGEMENT?
A) CONSCIOUS PROCESS
B) WORKING WITH AND THROUGH PEOPLE
C) EFFECTIVE AND EFFICIENT USE OF RESOURCES AS INPUTS TO PRODUCE OUTPUTS
D) ACHIEVING COMPANY GOALS / OBJECTIVES THROUGH CS / CD.
MACHINES(TECNOLOGY) MONEY, MATERIALS, METHODS ,
PRODUCTS, ETC. USED AS INPUTS TO PRODUCE OUTPUTS.
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MANAGEMENT PROCESS
INPUTS
PROCESS
OUTPUTS
10

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1) SITUATION ANALYSIS:
GATHERING, STUDYING AND ANALYSING FACTS
ABOUT PAST & PRESENT PERIODS. MAKING
CONCLUSIONS AND PREDICTING THEIR EFFECTS
ON FUTURE
2) PLANNING SETTING
OBJECTIVES, MAKING
STRATEGIES / TACTICS
DETERMING RESOURCES
DECIDING MONITORING
MECHANISM
3) ORGANIZING AND
IMPLEMENTING:
ORGANIZATION STRUCTURE,
STAFFING, GIVING
RESPONSIBILITIES ,
EMPOWRING,TRAINING;
COACHING COMMUNICATING
AND EXECUTING THE PLAN
5) TAKING
ACTIONS
4) LEADING, DIRECTING,
MONITORING,EVALUATING
CONTROLLING,MOTIVATING
THE MANAGEMENT PROCESS
FIVE PHASES OF MANAGEMENT

VERTICAL LEVELS
OF MANAGEMENT OR MANAGERS
1) FIRST-LINE OR FRONT-LINE MANAGERS
MANAGERS AT THE LOWEST LEVEL OF MANAGEMENT HIERARCHY ,
WHO ARE DIRECTLY RESPONSIBLE FOR THE WORK OF OPERATING STAFF
(NON MANAGERIAL STAFF) EXTREMELY IMPORTANT FOR COMPANY’S
SUCCESS BECAUSE THEY ARE RESPONSIBLE TO ENSURE THAT THE DAY-TO-
DAY OPERATIONS, CARRIED-OUT BY THE OPERATING STAFF, RUN
EFFECTIVELY AND EFFICIENTLY TO ACHIEVE COMPANY OBJECTIVES.
2) MIDDLE MANAGERS
DIFFERENT TITLES. TOO MANY LAYERS COSTS, DECISION
MAKING, COMMUNICATION ARE IMPORTANT FACTORS TO BE
CONSIDERED
3) TOP MANAGERS
THEIR DECISIONS, STRATEGIES AND POLICIES HAVE A “WIDE” EFFECT.
MD, CEO, COO, DEPARTMENTAL HEADS ETC.
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TOP MANAGERS
MIDDLE
MANAGERS
FIRST OR FRONT
LINE MANAGERS
VERTICAL LEVELS OF MANAGEMENT
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EFFECTIVE AND EFFICIENT
MANAGEMENT IS PROBABLY THE
MAIN RESOURCE OF MDCs AND IT
IS THE MOST NEEDED RESOURCE
OF LDCs
MANAGEMENT
Peter Drucker
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SALES MANAGEMENT
MANAGING VARIOUS ASPECTS OF PERSONAL SELLING,
INCLUDING SALES , AT DIFFERENT LEVELS AND DURING
DIFFERENT PHASES OF MANAGEMENT, TO ENSURE
EFFECTIVENESS AND EFFICIENCY OF FIELD FORCE IN
ACHIEVING COMPANY’S COMMERICAL AND FINANCIAL
OBJECTIVES.
 THE SALES MANAGER LINKS THE FIELD FORCE AND THE
SALES ORGANIZATION WITH THE OTHER UNITS OF THE
COMPANY.
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SALES MANAGEMENT
VARIOUS ASPECTS
DESIGNING
THE
SALES FORCE
MANAGING
THE
SALES FORCE
SALES
FORCE
OBJECTIVES
SALES
FORCE
STRATEGY
SALES
FORCE
STRUCTURE
SALES
FORCE
SIZE
SALES
FORCE
COMPENS-
ATION
RECRUITING
AND
SELECTING
SALES
REPRESENT-
ATIVES
TRAINING,
COACHING
AND
DEVELOPING
SALES
REPRESENT-
ATIVES
LEADING
AND
DIRECTING
SALES
REPRESENT-
ATIVES
MOTIVATING
SALES
REPRESENT-
ATIVES
EVALUATING
SALES
REPRESENT-
ATIVES AND
TAKING
ACTIONS
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MANAGERS INVOLVED
IN SALES MANAGEMENT
NATIONAL SALES MANAGER
SALES MANAGERS
REGIONAL MANAGERS
SALES PROMOTION OFFICERS
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FIVE PHASES OF SALES
MANAGEMENT
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SALES MANAGEMENT
ROLE OF SALES MANAGER
CARRIES-OUT THE FIVE PHASES OF SALES / FIELD MANAGEMENT PROCESS. THE PHASES ARE :
SITUATION ANALYSIS PHASE
 GATHER, STUDY AND ANALYSE FACTS ABOUT PAST AND
CURRENT PERIODS.
 MAKE CONCLUSIONS
 PREDICT THEIR EFFECTS ON FUTURE.
PLANNING PHASE
– SET OBJECTIVES
– ESTABLISH STRATEGIES & TACTICS
– DETERMINE RESOURCES
– DECIDE MONITORING MECHANISM
ORGANIZING & IMPLEMENTING PHASE
A) ORGANIZING :
• ORGANIZATION STRUCTURE
• STAFFING, ASSIGN TASKS, EMPOWER
• TRAINING, COACHING
• ENSURING PROPER SELF / SUBORDINATE
PREPARATION
• ENSURING ORDERLY USE OF MATERIALS, TOOLS,
TIME ETC.
• INCENTIVES
B) IMPLEMENTING
* COMMUNICATE THE PLAN
* EXECUTE STRATEGIES & TRACTICS
ACTIONS TAKING PHASE
– RECOGNIZE, REWARD
– HELP, REPRIMAND, WARN,
REPLACE
– TAKE CORRECTIVE ACTIONS
1) ADJUST GOALS
2) ADJUST STRATEGIES AND
TACTICS
LEADING, DIRECTING, MONITORING,EVALUATING & CONTROLLING
PHASE
• COMPARE
• DETERMINE DEVIATION
• FIND CAUSE(S)
• LEAD
• KEEP FOCUSED
HE

JOB LIFE CYCLE AND
TYPES OF SUBORDINATES
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SUPERVISOR
• WHAT IS A SUPERVISOR?
SOMEBODY WHO IS IMMEDIATELY ABOVE A SUBORDINATE:
a) TO DEAL WITH MAN TO MAN RELATIONSHIP
b) WHO IS RESPONSIBLE AND ACCOUNTABLE FOR THE
OUTPUT OF PEOPLE HE COMMANDS.
c) WHO GIVES DAY-TO-DAY INSTRUCTIONS.
• MANAGE SUBORDINATES BY LISTENING AND OBSERVING THEIR
BEHAVIOUR AT JOB
• DOES NOT DUPLICATE THE ROLE OF A SUBORDINATE
• A SUPERVISOR IS IN BEST POSITION TO EVALUATE WHAT EACH
SUBORDINATE IS DOING
• A SUBORDINATE’S LOYALTY AND HIS URGE TO WORK CANNOT BE
PURCHASED. VERY OFTEN PEOPLE SAY:-
“ I SHALL NOT WORK FOR THAT SUPERVISOR EVEN IF HIS
COMPANY PAYS ME VERY HIGH”.
• QUALITY OF RELATIONSHIP IS IMPORTANT.
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WHY PUP AND
THANK ?
ACTS OR THINGS THAT GET
APPRECIATED, GET REPEATED
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SUPERVISOR
A SUPERVISOR IS NEEDED WHEN:
ACTIVITIES OF A NUMBER OF PEOPLE REQUIRE:-
a) COORDINATION
b) SKILLS DEVELOPMENT
c) MOTIVATION
d) LOYALTY
e) AN URGE TO WORK AND ACHIEVE MUTUALLY
AGREED GOALS.
f) AND HIGH PRODUCTIVITY
• A SUPERVISOR IS AS GOOD OR BAD AS THE PEOPLE
UNDER HIM.
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MOTIVATION
AN EXTERNAL FORCE WHICH STIMULATES A
SUBORDINATE’S MIND, EMOTIONS AND WILL TO
PUT IN HIGH LEVEL OF EFFORTS TO ACHIEVE A
GOAL AND ALSO, AT THE SAME TIME, SATISFY HIS
OWN NEEDS:
a) GOOD LEADERSHIP
b) +VE WORKING ENVIRONMENT
c) WORTHWHILE INCENTIVES
d) MUTUALLY AGREED SMART AND PURE GOALS
25

MASLOW’S HIERARCHY OF NEEDS
SELF-ACTUALIZATION
ESTEEM
SOCIAL
SAFETY
PYHSIOLOGICAL
26

JOB ENTHUSIASM
AN URGE TO WORK
• INNER SPIRIT OR FORCE IN A PERSON WHICH INCITES
HIM, BOTH PHYSICALLY AND EMOTIONALLY, TO LEARN
THE JOB QUICKLY AND PUT MORE EFFORTS IN IT TO
ACHIEVE MUTUALLY AGREED SMART AND PURE
OBJECTIVES .
• ESSENTIAL FOR SUCCESS .
• IT TRANSFORMS WORK INTO PLEASURE .
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SATISFIERS ACHIEVERS
HOLY COWS HUNTERS
ENTRY OF AN
EMPLOYEE
JOB ENTHUSIASM / MOTIVATION
HIGH
HIGH
LOW
RESULTS
ACHIEVEMENT
TYPE OF SUBORDINATES
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THE JOB LIFE CYCLE
29
AC
EC
HOLY COW
HUNTER SATISFIER
ACHIEVER
PE R IO D O F STAY
HIGH
LOW
JOB
ENTHUSIASM
&
RESULTS
ACHIEVEMENT

THE JOB LIFE CYCLE (JLC)
A CONCEPTUAL MODEL
JOB CYCLE (JLC) :
IT IS A MODEL, WHICH BASED ON JOB ENTHUSIASM AND RESULTS
ACHIEVEMENT ON THE VERTICAL AXIS AND PERIOD OF STAY ON A
JOB ON THE HORIZONTAL AXIS, SHOWS FOUR STAGES A PERSON
GOES THROUGH DURING HIS STAY ON A JOB AND THE RESULTS
PRODUCED AND THE ENTHUSIASM SHOWN, DURING THESE
STAGES.
- DURING THESE JOB STAGES ,THE SUBORDINATE MUST BE TREATED
DIFFERENTLY BY HIS BOSS IN TERMS OF:
a) TRANING SKILLS
b) LEADERSHIP STYLES, SUPERVISION
c) EVALUATION, APPRAISAL
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JOB ENLARGEMENT OR
JOB ENRICHMENT
MEANS INCLUDING ADDITIONAL NEW
TASKS, USUALLY OF HIGHER
IMPORTANCE, IN THE JOB
DESCRIPTION OF AN EMPLOYEE
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1) HUNTERS
a) NEW GOOD COMERS.
b) HAVE LOT OF JOB ENTHUSIASM.
c) EAGER TO LEARN THE JOB AND THE JOB RELATED SKILLS .
d) LOW PRESENT RESULTS BUT TRY HARD TO PROVE THEIR POTENTIAL
QUICKLY. PROACTIVE. RUN FOR BUSINESS OPPORTUNITY.
e) NEED LOT OF APPRECIATION / RECOGNITION OR REWARD.
2) ACHIEVERS
a) HAVE LEARNT THE JOB AND THE RELATED SKILLS
b) ARE BEST PERFORMERS IN THE COMPANY. HAVE PROVED THEIR POTENTIAL
AND GENERATE GOOD RESULTS.
c) POSSESS LOT OF POTENTIAL FOR FUTURE DEVELOPMENT AND FOR HIGHER
JOBS.
d) NEED:- POSITIONAL RISE, JOB ROTATION, JOB ENLARGEMENT /
ENRICHMENT,NEW TERRITORY, APPRECIATION, RECOGNITION AND REWARD.
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3) SATISFIERS:-
a) IF NEEDS ARE NOT MET, ACHIEVERS BECOME SATISFIERS.
b) HAVE PROVED THEIR POTENTIAL.
c) STILL GENERATE LOT OF BUSINESS / RESULTS.
d) STILL WAITING FOR POSITIONAL RISE, JOB ROTATION OR JOB
ENLARGEMENT /ENRICHMENT. APPRECIATION / RECOGNITION AND
REWARD DOES NOT MUCH MOTIVATE THEM.
e) TENDENCY NOT TO WORK MAY DEVELOP.
f) DIFFICULT TO DEAL WITH
g) STILL WORTHY TO KEEP.
4) HOLY COWS:
a) LOW ON JOB ENTHUSIASM.
b) POOR RESULTS.
c) TERRORISTS.
d) REPLACE THEM WITH HUNTERS, IN A NICE WAY.
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RIGHT-MIX OF PEOPLE
SATISFIERS
35%
ACHIEVERS
40%
HOLY COWS
10%
HUNTERS
15%
ENTRY OF AN
EMPLOYEE
JOB ENTHUSIASM OR JOB EGO OR JOB MOTIVATION
HIGH
HIGH
LOW
RESULTS
ACHIEVEMENT
•YOU NEED A RIGHT-MIX OF SPOs/ RMs FOR YOUR PRESENT AND
FUTURE GROWTH; AND SURVIVAL
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SUPERVISION OF A SUBORDINATE
GIVE FEEDBACK ON THESE ASPECTS VIA ONE MINUTE PRAISING OR
REPRIMAND
• KNOWLEDGE
• SKILLS / METHODS
• OUTPUT / WORK
• JOB ENTHUSIASM
• JOB RELATED PERSONALITY ATTRIBUTES
• BEHAVIOUR AT JOB
HIS THE MAN HIMSELF
35

HOW CLOSELY TO SUPERVISE?
DEPENDS UPON:-
A) SUBORDINATE’S DEVELOPMENTAL LEVEL ON A
PARTICULAR SKILL.
B) LEVEL IN THE COMPANY
C) HIS BEHAVIOUR ON JOB
36

OVER SUPERVISION AND
UNDER SUPERVISION
A. OVER SUPERVISION:
TOO MUCH SUPERVISION OF A WELL DEVELOPED
SUBORDINATE, RESULTING IN LOWERING JOB
MORALE OR ENTHUSIASM.OVER SUPERVISION
RESULTS IN WASTE OF TIME OF BOTH THE PARTIES .
B. UNDER SUPERVISION:
LITTLE OR NO SUPERVISION OF A LESS DEVELOPED
SUBORDINATE, RESULTING IN LOW JOB MORALE. HIS
PROBLEMS REMAIN UNSOLVED, CONTINUES DOING A
POOR JOB AND MAY FINALLY QUIT. NEEDS LOT OF
TIME AND COACHING FROM THE SUPERVISOR .
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WHAT DOES AN EFFECTIVE SUPERVISOR
NEED TO GIVE HIS SUBORDINATE FOR SUCCESS?
1) TWO TO THREE OBJECTIVES, AT A TIME TO CONCENTRATE. THESE
MUST BE :-
A) MUTUALLY AGREED
B) SMART & PURE
C) MATCH WITH COMPANY’S OBJECTIVES
D) PRIORTIZED
E) WRITTEN
2) MATCHING AUTHORITY (EMPOWERMENT) MAKE HIM ACT AS AN
OWNER, NOT AS A HIRED PERSON
3) FLEXIBILITY
4) RESOURCES (ENABLERS)
5) COACHING
6) ENCOURAGEMENT AND NEED MATCHING MOTIVATION.
PROTECTION
7) PERFORMANCE EVALUATION
8) RECOGNITION AND REWARD
9) TEAM ENVIRONMENT
38

PEOPLE DON’T USUALLY QUIT
THEIR JOBS, THEY QUIT THEIR
BOSSES
39

MANAGING THE MANAGERS
• AS A MANAGER MANAGING OTHER MANAGERS,
IT’S VITAL TO MAINTAIN POSITIVE, FUNCTIONAL
RELATIONSHIPS WITH YOUR TEAM.
• FOUR UNCONVENTIONAL WAYS TO MANAGE
MANAGERS, WHICH CAN HELP TO INTRINSICALLY
MOTIVATE THEM AND, SIMPLY, MAKE WORK
MORE FUN.
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• REWARD FAILURE, PUNISH INACTION
• RATHER THAN REWARDING SUCCESS AND PUNISHING
FAILURE, COMPANIES SHOULD REWARD BOTH AND RESERVE
PUNISHMENT ONLY FOR INACTION.
• FAILURE AND SUCCESS CAN BOTH BE THE RESULT OF TAKING
INTELLIGENT RISKS, AND BOTH CAN PROVIDE VALUE FOR
DIFFERENT REASONS.
• TO INCREASE INITIATIVE AND INNOVATION YOU MUST
ENCOURAGE A BUSINESS CULTURE OPEN TO RISK AND
CHANGE.
41

• TRUST RATHER THAN CONTROL
• THE MORE YOU TRUST YOUR EMPLOYEES, THE MORE
THEY WILL WORK HARD TO KEEP YOUR TRUST.
• TRUST IS AN INTRINSIC REWARD THAT MAKES A PERSON
FEEL BELIEVED IN, AND MAKES WORKERS WANT TO
PRODUCE.
• THE LESS YOU TRUST YOUR EMPLOYEES, THE MORE YOU
CONTROL AND MICROMANAGE.
42

• ASK THEM WHAT THEY NEED TO KICK ASS
• TOOLS, RESOURCES, FEEDBACK, PRAISE, SUPPORT, CLARITY. IN
ORDER FOR YOUR MANAGERS TO PERFORM OPTIMALLY, GIVE THEM
WHAT THEY NEED TO KICK ASS.
• THE GOLDEN RULE: DON’T ASSUME.
• SET CLEAR PERFORMANCE EXPECTATIONS IN ADVANCE.
• CLARITY IS THE REMEDY, AND THE MORE CONTEXT YOU GIVE TO A
PARTICULAR TASK, THE MORE YOUR MANAGERS CAN APPRECIATE IT.
• IF YOU GET MANAGERS TO CARE ABOUT PERFORMANCE, THEIR
SUBORDINATES WILL TOO.
• IF THEY ACHIEVE SOMETHING, LET OTHERS KNOW.
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• MAKE WORK EASY
• GOOD MANAGEMENT IS MAKING WORK EASY.
• KNOWING MANAGERS AND DEVELOPING A BOND WITH THEM
DOESN’T MEAN LOSING CONTROL OF THE TEAM.
• IT MEANS BEING A COACH RATHER THAN A REFEREE. A GOOD COACH
CHOOSES THE RIGHT PLAYERS, ASSESSES THEIR STRENGTHS AND
WEAKNESSES AND PLACES EACH PERSON IN THE POSITION WHERE
THEY’LL PERFORM THEIR BEST.
• A COACH TRAINS THEIR PLAYERS TO BECOME SKILLED EXPERTS;
TEACHES THEM THE INS AND OUTS SO THEY CAN EXCEL ON THE FIELD.
• IF YOU HIRE PEOPLE CAREFULLY, PEOPLE THAT ARE MOTIVATED AND
CONFIDENT, YOU SHOULD HAVE NO TROUBLES GETTING THEM TO
WORK HARD.
44

• MANAGING MANAGERS: SET THE VISION
• THE FIRST KEY TO MANAGING YOUR MANAGERS IS TO
MAKE SURE YOUR MANAGERS KNOW WHAT THEY'RE
MANAGING TOWARD.
• SHARING CLEAR SHORT-TERM (ONE YEAR) AND
LONG-TERM (THREE- TO FIVE-YEAR) BUSINESS PLANS
• HAVE A CLEAR IMAGE OF WHAT THE FUTURE HOLDS
WHEN THE BUSINESS ACHIEVES ITS VISION FOR
SUCCESS
45

• MANAGING MANAGERS: DOCUMENT THE DETAILS AND
COMMUNICATE
• BI-WEEKLY INDIVIDUAL MEETINGS AND BI-WEEKLY TEAM
MEETINGS SERVE THE PURPOSE OF CHECKING PROGRESS
AGAINST GOALS
• ENABLE THE SHARING OF BEST PRACTICES AND
EXPERIENCES THAT OTHERS ON YOUR MANAGEMENT TEAM
CAN BENEFIT FROM.
• SUPPLEMENT THESE REGULAR MEETINGS WITH QUARTERLY
MEETINGS FOCUSED ON THE BIGGER PICTURE SUCH AS
BUDGET, PRODUCT OR LONG-RANGE PLANNING
46

"GIVING YOUR MANAGERS THE FREEDOM TO DO
THE WORK AND ENGAGING THEM IN PLANNING
SHOULD ENGENDER A SENSE OF OWNERSHIP IN
THE SUCCESS OF THE BUSINESS”
47

• MANAGING MANAGERS: MEASURE TASKS
• ESTABLISH STRAIGHT-FORWARD QUANTITATIVE
MEASURES BASED ON THE PERFORMANCE OF TEAM
• IS YOUR MANAGER ACHIEVING REVENUE TARGETS?
• ARE THEY OPERATING ON BUDGET?
• HAVE THEY DEVELOPED NEW CUSTOMERS?
48

• MANAGING MANAGERS: MANAGE BEHAVIOR
• HOW A TEAM PERFORMS QUANTITATIVELY IS CRITICAL IN EVALUATING A
MANAGER
• GOOD INTERPERSONAL RELATIONSHIPS LEAD TO OUTPUT CONSISTENCY
AND GROUP LONGEVITY.
1. LOOK FOR TELLTALE SIGNS OF BAD MANAGEMENT, SUCH AS MISSED
DEADLINES OR UNUSUALLY HIGH ABSENTEEISM OR TURNOVER. CHANCES
ARE, IF YOU DO NOT SEE THESE KEY SIGNS, THE MANAGER IS DOING A PRETTY
GOOD JOB.
2. WALK AROUND AND TALK WITH THE MANAGER'S DIRECT REPORTS. ARE
EMPLOYEES ENGAGED AND INVOLVED? ARE THEY EXCITED BY THEIR WORK?
DO THEY APPEAR TO HAVE A CLEAR IDEA OF THE SPECIFIC TASKS OR PROJECTS
THEY NEED TO ACCOMPLISH AND WHY?
3. INTERVIEW EMPLOYEES. ASK THEM WHEN WAS THE LAST TIME THEY TALKED
WITH THEIR MANAGER? PROBE WHETHER OR NOT THEY ARE HAPPY ON THE
JOB. THEIR RESPONSES CAN PROVIDE TERRIFIC FEEDBACK.
49

• MANAGING MANAGERS: BE A COACH, NOT A REFEREE
• EVEN THE BEST MANAGERS MESS UP SOMETIMES, AND "PEOPLE
PROBLEMS" – WHICH ARE USUALLY BROUGHT TO YOUR ATTENTION
WHEN A SUBORDINATE COMES TO YOU TO COMPLAIN ABOUT HIS
OR HER MANAGER - ARE OFTEN THE CAUSE, YOU RESIST THE
TEMPTATION TO GET DIRECTLY INVOLVED OR, WORSE, TO FIX THE
PROBLEMS YOURSELF.
• USE THESE CHALLENGES AS OPPORTUNITIES TO COACH YOUR
MANAGERS ON HOW TO DEAL WITH CONFLICT – PERSONALLY,
PROFESSIONALLY, AND PRODUCTIVELY – RATHER THAN IGNORE OR
DISMISS IT.
50

SEVEN EMPLOYEES THAT DRIVE
SALES MANAGERS CRAZY
51

MANAGERS CRAZY
• ALL SUCCESSFUL MANAGERS LEARN HOW TO SHIFT THEIR LEADERSHIP STYLE TO
WORK EFFECTIVELY WITH DIFFERENT TYPES OF EMPLOYEES.
• WHILE MOST PEOPLE FALL WITHIN THE “NORMAL” RANGE OF BEHAVIORS,
SOME HAVE CHARACTERISTICS THAT ARE RATHER EXTREME.
• WHEN CONFRONTED WITH THESE BEHAVIORS, MANAGERS SOMETIMES AREN’T
QUITE SURE HOW TO RESPOND.
• SEVEN TYPES OF EMPLOYEES THAT PRESENT SPECIFIC MANAGEMENT
CHALLENGES.
1. CHALLENGERS
2. CLINGERS
3. DRAMA QUEENS
4. LONERS
5. POWER GRABBERS
6. SPACE CADETS
7. SLACKERS.
52

1. SLACKERS
• HOW TO SPOT THEM: OBVIOUS LOAFERS AND SNEAKSLACKERS.
• OBVIOUS LOAFERS ARE EASY TO IDENTIFY. THEY CAN BE FOUND
LINGERING IN THE WAITING ROOM, OPENLY SURFING THE NET
• SNEAKY SLACKERS ARE HARDER TO SPOT. THEY MAY FIND
LEGITIMATE REASONS TO LEAVE THE FIELD, THEN TAKE TIME TO
RUN LENGTHY HOUSEHOLD TASKS.
• AVOID TASKS THEY DON’T LIKE, THEY SPEND UNNECESSARY HOURS
ON WORK THAT THEY PREFER.
• ONLY WEB SURF OR MAKE PERSONAL CALLS WHEN NO ONE IS
AROUND. BOTH TYPES OFTEN TAKE EXCESSIVE “MENTAL HEALTH
DAYS”.
MANAGERS CRAZY
53

WHAT’S BEHIND THEIR BEHAVIOR:
• REASONS FOR SLACKING OFF CAN VARY. NEVER DEVELOPED A STRONG
WORK ETHIC, POSSIBLY BECAUSE THEY LACKED GOOD ROLE MODELS.
• CONSTANTLY INDULGED AS CHILDREN AND NEVER MADE TO TAKE
RESPONSIBILITY.
• RESENTFUL SLACKERS HAVE A CHIP ON THEIR SHOULDER AND ARE TRYING
TO GET BACK AT THEIR EMPLOYER.
• UNMOTIVATED EMPLOYEES ARE SIMPLY IN THE WRONG FIELD. THEY
DON’T LIKE THEIR JOB, SO THEY HAVE TROUBLE BRINGING ANY ENERGY
TO IT.
PREFERRED MANAGER: SLACKERS LOVE MANAGERS WHO LEAVE THEM
ALONE TO DO WHATEVER THEY WANT. PREFER TO HAVE AS LITTLE
SUPERVISION AS POSSIBLE. LOVE BOSSES WHO ARE AFRAID TO ADDRESS
PERFORMANCE ISSUES.
MANAGERS CRAZY
55

DEVELOPMENTAL CHALLENGES: NEED TO GRASP THE BASIC CONCEPT THAT A
PAYCHECK REPRESENTS AN INVESTMENT BY THE COMPANY. THE
EMPLOYER HAS THE RIGHT TO EXPECT A CERTAIN RETURN ON THAT
INVESTMENT. THE EMPLOYER “OWNS” THE EMPLOYEE’S WORK TIME AND
REASONABLY EXPECTS THAT THE TIME WILL BE USED FOR THE
EMPLOYER’S BENEFIT.
HOW YOU CAN HELP:
• CLEARLY DEFINE SPECIFIC OBJECTIVES FOR THE EMPLOYEE TO MEET.
• SET REGULAR TIMES FOR FEEDBACK AND FOLLOW-UP TO INSURE THAT
WORK IS ACTUALLY GETTING DONE.
• ADDRESS MISSED DEADLINES IMMEDIATELY. INSIST THAT WORK BE
COMPLETED.
• INSURE THAT THE EMPLOYEE OBSERVES SCHEDULED WORK HOURS.
• BE A REGULAR PRESENCE IN THE WORK AREA SO THAT YOU KNOW
WHAT’S GOING ON.
MANAGERS CRAZY
56

• PRAISE PRODUCTIVITY, PROGRESS, AND PUNCTUALITY.
• ADDRESS PERFORMANCE ISSUES AS SOON AS THEY ARISE.
• IF YOU SENSE THAT THE EMPLOYEE IS TOTALLY UNSUITED TO THE
JOB, SAY HIM GOODBYE.
WHAT YOU SHOULD NOT DO:
• ACCEPT POOR WORK OR TOLERATE LAME EXCUSES.
• ALLOW SLACKERS TO WORK AT THEIR WILL OR PUT THEM IN
REMOTE LOCATIONS.
• “REWARD” LAZINESS BY GIVING DIFFICULT TASKS TO SOMEONE
ELSE.
• PUT OFF DISCUSSING PERFORMANCE PROBLEMS.
• GIVE UNDESERVED PERFORMANCE RATINGS.
MANAGERS CRAZY
57

2. SPACE CADETS
HOW TO SPOT THEM:
• FREQUENTLY SEEM TO BE THINKING OF SOMETHING ELSE. REGARDLESS
OF THE TOPIC BEING DISCUSSED, THEY ARE USUALLY ON A DIFFERENT
WAVE LENGTH.
• THEY MAKE SEEMINGLY OFF-THE-WALL COMMENTS IN MEETINGS AND
MAY START DISCUSSIONS IN THE MIDDLE OF A THOUGHT.
• MAY COME UP WITH IDEAS THAT SEEM RATHER IMPRACTICAL. SPACE
CADETS ARE FRIENDLYPEOPLE WHO HAVE LITTLE INTEREST IN POWER OR
CONTROL.
• TEND TO BE VERY ABSTRACT THINKERS WHO ARE MORE FOCUSED ON
IDEAS AND POSSIBILITIES THAN ON FACTS AND ACTION STEPS.
• THEIR THOUGHT PROCESSES ARE NOT LINEAR, SO THEIR CONVERSATIONS
AND ACTIONS DO NOT PROCEED IN A STEP-BY-STEP FASHION.
SEVEN EMPLOYEES THAT DRIVE MANAGERS CRAZY
58

BECAUSE THEY DON’T THINK LIKE OTHER PEOPLE, THEIR
COMMUNICATIONS ARE SOMETIMES CONFUSING. THEY ARE USUALLY
MORE FOCUSED ON THE FUTURE THAN THE PRESENT.
PREFERRED MANAGER:
• PREFER MANAGERS WHO WILL LISTEN TO THEIR IDEAS AND APPRECIATE
THEIR INSIGHTS.
• HAPPIEST WITH MANAGERS WHO DO NOT FORCE THEM TO DO TEDIOUS
TASKS, LIKE PAPER WORK, EXTENSIVE FIELD WORK AND WHO LEAVE THEM
ALONE TO FOLLOW THEIR INTERESTS.
DEVELOPMENTAL CHALLENGES:
• MUST LEARN TO FOCUS AND TO COMMUNICATE MORE CLEARLY AND
CONCISELY. THEY ALSO NEED TO DEVELOP A BETTER TOLERANCE FOR
TASKS THAT THEY DON’T LIKE TO DO.
• TEND TO BE MOST EXCITED ABOUT THE BEGINNING OF A PROJECT, SO
THEY MUST LEARN TO FOLLOW THROUGH.
60

HOW YOU CAN HELP:
• CLEARLY DEFINE EXPECTATIONS IN TERMS OF RESULTS THAT MUST BE
ACCOMPLISHED.
• HELP THE EMPLOYEE BREAK DOWN LARGE PROJECTS INTO SMALLER
IMPLEMENTATION STEPS.
• SET REGULAR TIMES FOR FEEDBACK AND FOLLOW-UP TO INSURE THAT WORK IS
ON TRACK.
• EXPLAIN WHY MORE MUNDANE OR TEDIOUS TASKS ARE IMPORTANT.
• PROVIDE FEEDBACK TO ENCOURAGE MORE CONCISE VERBAL AND WRITTEN
COMMUNICATIONS.
• STRESS THE IMPORTANCE OF ORGANIZED PRESENTATIONS.
• TAKE TIME TO UNDERSTAND THE SPACE CADET’S IDEAS, AS THEY OFTEN HAVE
BENEFITS THAT ARE NOT IMMEDIATELY APPARENT.
• PAY ATTENTION WHEN THE SPACE CADET BRINGS UP LONG-RANGE CONCERNS,
BECAUSE THEY OFTEN HAVE AN UNCANNY ABILITY TO ANTICIPATE THE FUTURE.
• PROVIDE OPPORTUNITIES TO BE CREATIVE.
61

• LET THE SPACE CADET WORK WITH NO SUPERVISION.
• DELEGATE TASKS WITHOUT SPECIFIC INTERIM FEEDBACK
POINTS.
• STOP LISTENING BECAUSE THE EMPLOYEE’S COMMENTS
ARE HARD TO FOLLOW.
• DISMISS THE EMPLOYEE AS BEING AN AIRHEAD.
MANAGERS CRAZY
62

3. POWER GRABBERS:-
HOW TO SPOT THEM:
• TEND TO GET INTO POWER STRUGGLES WITH THEIR BOSSES.
• ACT LIKE THEY’RE MANAGING YOU, INSTEAD OF THE OTHER WAY
AROUND.
• NATURALLY TAKE OVER A MEETING OR QUICKLY STEP INTO THE
LEAD ROLE ON A TASK.
• LIKE FOR PEOPLE TO KNOW ABOUT THEIR ACCOMPLISHMENTS, SO
TITLES, PERKS, AND PUBLIC RECOGNITION ARE IMPORTANT TO
THEM.
• DON’T LIKE TO BE “MANAGED’, THEY MAY RESIST DIRECTION OR
IGNORE YOUR INSTRUCTIONS. THEIR CAREER GOALS ALWAYS
INVOLVE PROMOTION.
MANAGERS CRAZY
63

• HAVE A HIGH NEED FOR CONTROL AND DON’T WANT ANYONE ELSE DIRECTING
THEIR ACTIONS.
• STATUS CONSCIOUS AND ARE MOTIVATED BY COMPETITION AND PUBLIC
RECOGNITION.
• VIEW LIFE AS A GAME WHERE THEY ARE ALWAYS PLAYING TO WIN. A STRONG
FEAR OF FAILURE OFTEN LIES BEHIND THIS BRAVADO.
PREFERRED MANAGER:
• POWERFUL MANAGERS ARE THE ONLY PEOPLE THEY REALLY RESPECT
• NEED TO REALIZE THAT THEIR HIGH NEED FOR CONTROL TENDS TO ALIENATE
OTHER PEOPLE.
• NEED TO RECOGNIZE THAT INVOLVING AND ENGAGING OTHERS OFTEN IMPROVES
BOTH RESULTS AND ACCEPTANCE.
• MUST LEARN TO FUNCTION AS AN EFFECTIVE MEMBER OF THE TEAM, NOT JUST
THE LEADER.
65

HOW YOU CAN HELP:
• DEFINE CLEAR TARGETS FOR SUCCESS.
• IDENTIFY THE COLLABORATIVE RELATIONSHIPS THAT MUST BE DEVELOPED
TO REACH THESE TARGETS.
• EXPLAIN THE SPECIFIC REASONS WHY INVOLVEMENT WITH OTHERS IS
IMPORTANT AND HOW IT WILL IMPROVE RESULTS.
• HELP UNDERSTAND HOW THEIR DRIVE FOR CONTROL MAY ACTUALLY
INTERFERE WITH THEIR SUCCESS.
• ALLOW AUTONOMY AND INDEPENDENCE, BUT SET CLEAR PARAMETERS
AND FOLLOW UP REGULARLY.
• RECOGNIZE THE LEADERSHIP STRENGTHS AND USE THEM APPROPRIATELY.
• PROVIDE PUBLIC RECOGNITION FOR ACCOMPLISHMENTS.
• REWARD LEADERSHIP MATURITY WITH LEADERSHIP ROLES AND PROVIDE
LEADERSHIP COACHING.
66

• GIVE UP AND GIVE IN UNDER PRESSURE. BE COMFORTABLE
USING THE AUTHORITY OF YOUR POSITION WHEN
NECESSARY.
• GET SUCKED INTO POWER STRUGGLES AND USELESS
DEBATES. KNOW WHEN TO CUT OFF THE CONVERSATION
AND MAKE A FIRM DECISION.
• AVOID INTERACTION BECAUSE YOU FEAR
CONFRONTATION. THIS WILL LEAVE A POWER VACUUM THAT
THE POWER GRABBER WILL HAPPILY FILL.
• ACT LIKE A WIMP. POWER GRABBERS ONLY RESPECT PEOPLE
WHO ARE COMFORTABLE USING POWER.
MANAGERS CRAZY
67

4. LONERS
HOW TO SPOT THEM:
• PREFERS TO TALKING TO NO ONE, NEVER WANTS TO ATTEND WEEKLY /
MONTHLY MEETINGS OR JOINT WORKING, EATS LUNCH ALONE
• THEIR ENJOYMENT COMES FROM FOCUSING ON LONELY PURSUITS IN
SETTINGS WHERE THEY CAN CONCENTRATE AND ARE SELDOM
INTERRUPTED.
• THEY DON’T DISLIKE PEOPLE – THEY JUST DON’T FIND SOCIAL INTERACTION
TO BE A VERY ENJOYABLE ACTIVITY.
PREFERRED MANAGER:
• PREFER MANAGERS WHO LEAVE THEM ALONE.
• ONCE THEY UNDERSTAND WHAT IS EXPECTED, THEY WILL HAPPILY GO OFF
AND TACKLE THE TASK INDEPENDENTLY, NOT COMMUNICATING WITH
ANYONE UNTIL THE WORK IS DONE.
68

• NEED TO UNDERSTAND THAT SHARING INFORMATION AND INCLUDING
OTHERS IN TASKS CAN ACTUALLY IMPROVE RESULTS.
• NEED TO LEARN THAT OTHER PEOPLE MAY INTERPRET THEIR TASK-
ORIENTED BEHAVIOR AS RUDE AND UNFRIENDLY.
HOW YOU CAN HELP:
• SET CLEAR EXPECTATIONS FOR NECESSARY COLLABORATION AND
COMMUNICATION WITH COLLEAGUES.
• EXPLAIN THE SPECIFIC REASONS WHY THIS INVOLVEMENT WITH OTHERS
IS IMPORTANT AND HOW IT WILL IMPROVE RESULTS.
• WHEN COLLABORATION IS EXPECTED, SUGGEST POSSIBLE APPROACHES
AND AGREE ON A STRATEGY
• HELP LONERS UNDERSTAND HOW THEIR BEHAVIOR MAY LOOK TO
OTHERS. JUST AS THEY MAY VIEW “FRIENDLY” BEHAVIOR AS “PUSHY”,
OTHERS MAY SEE “INDEPENDENT” AS “COLD AND UNAPPROACHABLE”.
70

• PROVIDE ENOUGH AUTONOMY. ALTHOUGH THEY MUST LEARN
TO INTERACT, LONERS WILL DO THEIR BEST WORK ALONE.
• GIVE IN AND ALLOW LONERS TO SHUT OUT COLLEAGUES OR
AVOID NECESSARY MEETINGS.
• VIEW THE LONER AS DEVIANT OR DYSFUNCTIONAL. THERE’S
NOTHING WRONG WITH PREFERRING INDEPENDENT WORK.
• ASSUME THAT LONERS WILL ENJOY SOCIAL ACTIVITIES IF THEY
ARE FORCED TO PARTICIPATE.
• IGNORE THEM BECAUSE IT’S EASY.
MANAGERS CRAZY
71

5. DRAMA QUEENS (OR KINGS)
HOW TO SPOT THEM:
• THRIVE ON EXCITEMENT AND ATTENTION, SO SPOTTING THEM IS EASY.
• THEY TRY TO SPICE THINGS UP WITH DRAMATIC PRONOUNCEMENTS,
JUICY GOSSIP, OMINOUS RUMORS, PERSONAL TRAUMAS, OR EMOTIONAL
BREAKDOWNS.
• WHEN TALKING WITH OTHERS, THEY ARE EXPRESSIVE AND ANIMATED.
• MANAGERS CAN EXPECT DRAMA QUEEN EMPLOYEES TO DROP BY
FREQUENTLY TO SHARE THEIR LATEST FAMILY CRISIS OR COWORKER
CONFLICT.
• “HARD-WIRED” TO THRIVE ON EMOTIONAL STIMULATION, REGARDLESS
OF WHETHER THE EMOTIONS ARE POSITIVE OR NEGATIVE.
MANAGERS CRAZY
72

• WHEN THEIR WORK ENVIRONMENT DOESN’T PROVIDE ENOUGH
EXCITEMENT, THEY WILL TRY TO CREATE SOME.
• THE GOAL IS TO GET ATTENTION. THESE EMPLOYEES ARE ACTUALLY
RATHER INSECURE AND ONLY FEEL IMPORTANT WHEN EVERYONE IS
FOCUSED ON THEM.
PREFERRED MANAGER:
• PREFER MANAGERS WHO WILL SPEND TIME LISTENING TO THEIR STORIES,
SYMPATHIZING WITH THEIR TROUBLES, AND GETTING INVOLVED IN THEIR
CRISES.
• INDICATES AN IMMATURE PERSONALITY. FOR LONG-TERM SUCCESS,
THESE EMPLOYEES MUST LEARN TO BROADEN THEIR VIEW OF THE
WORLD, DIRECT THEIR ENERGY TOWARDS WORK-RELATED GOALS, AND
CONTAIN THEIR EMOTIONALITY.
• SOME DRAMA QUEENS GET MISDIRECTED INTO THE WRONG PROFESSION
AND NEED TO FIND WORK THAT BETTER MATCHES THEIR PERSONALITY.
74

HOW YOU CAN HELP:
• WORK WITH THEM TO AGREE ON USEFUL WORK-RELATED GOALS . IDENTIFY
TASKS AND PROJECTS THAT WILL MAKE PRODUCTIVE USE OF THE DRAMA
QUEEN’S HIGH LEVEL OF INTERPERSONAL ENERGY.
• ARRANGE REGULAR MEETINGS TO DISCUSS PROGRESS AND
CHALLENGES. FACE-TO-FACE INTERACTION IS MUCH MORE EFFECTIVE THAN
EMAIL IN MOTIVATING THESE EMPLOYEES.
• HELP THEM UNDERSTAND HOW EXCESSIVE EMOTIONALITY MAY TURN OFF
COWORKERS. CLEARLY DEFINE APPROPRIATE WORKPLACE BEHAVIOR.
• REWARD INAPPROPRIATE BEHAVIOR BY LISTENING TO ENDLESS STORIES OR
RESPONDING TO CONSTANT COMPLAINTS.
• ALLOW THE DRAMA QUEEN TO WASTE COWORKERS’ TIME WITH EXTENDED
GOSSIP OR GRIPE SESSIONS.
• GIVE IN TO UNREASONABLE OR INAPPROPRIATE REQUESTS SIMPLY TO MAKE
THE DRAMA QUEEN SHUT UP.
75

6. CHALLENGERS
HOW TO SPOT THEM:
• CHALLENGERS ARE PROGRAMMED TO BE OPPOSITIONAL. WHEN
PRESENTED WITH A PROPOSAL, SUGGESTION, DIRECTIVE, OR IDEA, THEY
AUTOMATICALLY POINT OUT FLAWS, OBSTACLES, AND POTENTIAL
PROBLEMS.
• NOT AT ALL RELUCTANT TO DISAGREE WITH THE BOSS. IN FACT, THEY
RATHER ENJOY CHALLENGING MANAGEMENT, BECAUSE THEY FEEL IT
ESTABLISHES THEIR INDEPENDENCE.
• THEY RESENT AUTHORITY AND NEVER SHOW RESPECT JUST BECAUSE THE
PERSON HAS A TITLE.
• CHALLENGERS RELISH DEBATES AND DON’T CARE IF THEIR VIEWS ARE
UNPOPULAR. IN MEETINGS, THEY OFTEN GET INTO HEATED DISCUSSIONS
WITH COWORKERS AND ADAMANTLY HOLD TO THEIR POSITIONS.
• FOCUS IS ON WINNING THE ARGUMENT, NOT RESOLVING THE PROBLEM.
76

• HAVE A HIGH NEED FOR CONTROL. WHEN THEY FEEL THAT OTHERS
ARE ATTEMPTING TO CONSTRAIN OR DIRECT THEIR BEHAVIOR,
THEY BECOME REBELLIOUS.
• EARLY IN LIFE, THEY MAY HAVE LEARNED TO GET THEIR WAY BY
THROWING TANTRUMS OR INTIMIDATING OTHERS. AS ADULTS,
THEY HAVE NEVER ADOPTED MORE MATURE OR EFFECTIVE
STRATEGIES.
• THEY VIEW THEMSELVES AS STRONG AND INDEPENDENT.
PREFERRED MANAGER:
• PREFER WEAK MANAGERS WHO EASILY BACK DOWN IN THE FACE
OF OPPOSITION. THEY WANT TO WORK FOR SOMEONE THEY CAN
DOMINATE.
MANAGERS CRAZY
78

• TO DEVELOP AND MATURE, CHALLENGERS NEED TO UNDERSTAND THAT
THEIR REBELLIOUS BEHAVIOR WILL EVENTUALLY DERAIL THEIR CAREER
AND PREVENT THEM FROM ACHIEVING THEIR GOALS.
• THEY MUST LEARN TO FOCUS ON LONG-RANGE OBJECTIVES AND ENGAGE
IN COLLABORATIVE PROBLEM-SOLVING.
HOW YOU CAN HELP:
• LEARN ABOUT THE CHALLENGER’S CAREER GOALS. POINT OUT HOW THIS
BEHAVIOR WILL INTERFERE WITH ACCOMPLISHING THEM.
• TURN ARGUMENTS INTO PROBLEM-SOLVING DISCUSSIONS. HELP THE
CHALLENGER LEARN THESE SKILLS.
• LISTEN AND RESPOND POSITIVELY WHEN THE CHALLENGER PRESENTS
VIEWS IN AN APPROPRIATE, NON-CONFRONTATIONAL MANNER.
• INCLUDE THE CHALLENGER IN PROJECTS WHERE COLLABORATION IS
REQUIRED FOR SUCCESS.
79

• HELP CHALLENGERS UNDERSTAND THAT WHILE THEY SEE
THEMSELVES AS STRONG AND INDEPENDENT, OTHERS MAY VIEW
THEM AS DIFFICULT TO WORK WITH OR HARD TO MANAGE.
• WHAT YOU SHOULD NOT DO:
• BE INTIMIDATED BY THE CHALLENGER’S FORCEFUL BEHAVIOR.
• GIVE IN OR CHANGE PLANS JUST BECAUSE THE CHALLENGER IS
UNHAPPY OR INSISTENT.
• GET “HOOKED” INTO ENDLESS DEBATES AND ARGUMENTS. WHEN
IT’S TIME TO END THE DISCUSSION, JUST END IT.
• ALLOW THE CHALLENGER TO HIJACK MEETINGS BY DOMINATING
THE DISCUSSION.
MANAGERS CRAZY
80

7. CLINGERS
HOW TO SPOT THEM:
• THE MAIN CHARACTERISTIC IS DEPENDENCE.
• THEY LIKE CLEAR INSTRUCTIONS, ONGOING COMMUNICATION, AND FREQUENT
POSITIVE REINFORCEMENT.
• THEY TEND TO BE UNCOMFORTABLE MAKING INDEPENDENT DECISIONS, BECAUSE
THEY ARE AFRAID OF DOING THE WRONG THING. THEY WILL ASK FOR
INFORMATION AND CLARIFICATION UNTIL THEY FEEL COMPLETELY CERTAIN
ABOUT WHAT IS EXPECTED.
• RELUCTANT TO EXPRESS DISAGREEMENT BECAUSE THEY FEAR MAKING OTHERS
ANGRY AND LOSING THEIR SUPPORT. AS A RESULT, THEY SOMETIMES WITHHOLD
THEIR OPINIONS OR HARBOR RESENTMENTS THAT THEY NEVER EXPRESS.
• CLINGERS ARE LOYAL, CONSCIENTIOUS, AND EAGER TO PLEASE, MANAGERS
USUALLY VIEW THEM AS RELIABLE AND HELPFUL. BUT THESE EMPLOYEES WILL
NOT REALIZE THEIR FULL POTENTIAL UNLESS THE MANAGER ENCOURAGES
INDEPENDENCE.
81

• MAIN NEED IS TO FEEL SAFE, AND BELIEVE THAT SAFETY CAN BE ATTAINED
THROUGH ATTACHMENT TO AUTHORITY FIGURES.
• PRIMARY EMOTIONAL DRIVER IS FEAR: FEAR OF MAKING MISTAKES, FEAR
OF LOSING SUPPORT, FEAR OF DISAPPROVAL, FEAR OF BEING DISLIKED.
PREFERRED MANAGER:
• WANT TO WORK FOR A STRONG, FRIENDLY LEADER WHO OFFERS
CONSISTENT SUPPORT AND GUIDANCE.
• FREQUENT COMMUNICATION WITH THE MANAGER IS VERY IMPORTANT
TO THEM.
• NEED TO BECOME MORE CONFIDENT OF THEIR ABILITIES, MORE WILLING
TO EXPRESS OPINIONS, AND MORE COMFORTABLE MAKING DECISIONS.
83

HOW YOU CAN HELP:
• GRADUALLY INCREASE THE CLINGER’S COMFORT WITH BEHAVIORS THAT FEEL UNSAFE.
• ASK FOR THE EMPLOYEE’S OPINION AND EXPRESS APPRECIATION WHEN OPINIONS ARE
VOLUNTEERED. USE THEIR IDEAS WHEN POSSIBLE.
• BE UNDERSTANDING ABOUT NORMAL MISTAKES AND STRESS THAT THE GOAL IS TO
LEARN FROM THEM.
• DELEGATE DECISIONS, BUT DO SO IN SMALL STEPS. EXPRESS APPRECIATION WHEN
INDEPENDENT DECISIONS ARE MADE.
• GRADUALLY ENLARGE THE SCOPE OF DELEGATED TASKS
• REINFORCE DEPENDENCE BY MAKING ALL DECISIONS.
• IMMEDIATELY CRITICIZE SUGGESTIONS OR OPINIONS.
• TAKE A “SINK OR SWIM” APPROACH TO NEW TASKS
• GO BALLISTIC WHEN MISTAKES ARE MADE.
• TOLERATE MISTAKES TO AVOID HURT FEELINGS.
84

DIFFERENT STROKES
FOR DIFFERENT FOLKS
SITUATIONAL LEADERSHIP!
85

WHAT IS ESSENTIAL FOR SUCCESS
IN ALL FUNCTIONS AND AT ALL LEVELS ?
1) INNOVATION
2) PRODUCTIVITY ( QUANTITY, QUALITY )
3) LEADERSHIP
86

“HE WHO WOULD ACCOMPLISH LITTLE
MUST SACRIFICE LITTLE;
HE WHO WOULD ACHIEVE MUCH MUST
SACRIFICE MUCH;
HE WHO WOULD ATTAIN HIGHLY MUST
SACRIFICE GREATLY.”
88

WHAT IS EXCELLENCE TO YOU?
WHO DO YOU THINK OF WHEN YOU THINK OF
PEOPLE THAT YOU FEEL EMBODIED THE TRUE
MEANING OF EXCELLENCE…
89

WHAT IS A LEADER?
• ONE WHO CAN INFLUENCE OTHERS, MENTALLY AND
EMOTIONALLY, TO MOVE IN THE DIRECTION WANTED BY
THE LEADER AND ACHIEVE MUTUALLY AGREED SMART
AND PURE GOALS.
• A SPARK PLUG.
• ONE WHO ALSO HAS A VISION.MENTAL IMAGE OF THE
FUTURE POSSIBLE STATE OF THE COMPANY OR OF EACH
TEAM MEMBER.
• MANY PEOPLE ARE “ADMINISTERED”, NOT LED. THUS,
THEIR SUPERIORS ARE ADMINISTRATORS BUT NOT
LEADERS.
90

WHAT IS A LEADER?
• FUNDAMENTALS OF WHAT SALES LEADERS DO,
– HAVE CLEAR GOALS
– DO NOT JUST MAKE PEOPLE DO THINGS, THEY GET PEOPLE
TO ACTUALLY WANT TO DO THEM OF THEIR OWN ACCORD
– INSPIRITIONAL QUALITY IN THE WAY LEADERS DEAL WITH
THEIR TEAM
• SALES LEADERS MUST PROVIDE PEOPLE BOTH MATERIAL AND
EMOTIONAL WELL-BEING
– HE MUST GIVE HIS STAFF OPPORTUNITY AND MEANS FOR
HANDSOME EARNING AND
– MUST MAKE PEOPLE FEEL GOOD ABOUT THEMSELVES
91

LEADING AND MANAGING
• LEADING IS NOT THE SAME AS MANAGING. LEADING IS ONE
OF THE PHASES OF MANAGEMENT.
• MANAGING IS MUCH BROADER IN SCOPE AND IT FOCUSES
ON NON-HUMAN AS WELL AS HUMAN ISSUES OF
MANAGEMENT.
• LEADING EMPHASIZES MAINLY ON HUMAN ISSUES. LEADERS
ARE PEOPLE-FOCUSED. NOT ALL LEADERS ARE GOOD
MANAGERS.
• LIKEWISE, NOT ALL MANAGERS ARE GOOD LEADERS. BUT
EFFECTIVE AND EFFICIENT MANAGERS (OUTSTANDING
MANAGERS) ARE ALSO GOOD LEADERS.
92

SOURCES OF LEADERSHIP
• FOUR SOURCES OF LEADERSHIP
1. PERSONAL QUALITIES
2. TREATING STAFF
3. POSITOIN WITHIN THE ORGANIZATION
4. WAYS OF WORKING
• PERSONAL QUALITIES
NO TWO LEADERS ARE THE SAME
– ALEXANDER THE GREAT, NAPOLEON BONAPARTE, HENRY
FORD, LEE IACOCCA ARE NOT AVERAGE PEOPLE
93

PERSONAL QUALITIES OF A LEADER
CERTAIN PERSONAL QUALITIES MOST
LEADERS HAVE IN COMMON.
94

MAJOR QUALITIES / HABITS OF A LEADER
1. ABILITY TO INFLUENCE , SPARK PLUG, LINKING PIN AND
VISION.
2. PEOPLE CARING , UNDERSTANDS THEM, CLOSE TO THEM.
3. ENSURES ENABLES, MOTIVATORS.
4. REMOVES BARRIERS, DOES NOT IMMIDIATE.
5. CREATES +VE AND OPEN WORKING ENVIRONMENT.
6. LOVES HIS JOB, WORKS HARD, WORK SMART, STRONG AT
EXECUTION, RESULT-ORIENTED, STRETCHED NUMBERS.
95

CREATE A +VE AND AN OPEN WORKING
ENVIRONMENT
• AN ENVIRONMENT THAT ENCOURAGES:
1. PERFORMANCE ENVIRONMENT.
2. FREE EXCHANGE OF IDEAS.
3. OFFERS HELP AND NOT THREATS BY THE SENIOR.
4. CAREER PATH.
96

PEOPLE WHO FEEL
GOOD ABOUT THEMSELVES
• PRODUCE
GOOD RESULTS
97

LOVE YOUR JOB, BE GOAL ORIENTED
• SUCCESS FORMULA = JA +LJ+JMP+LUCK
• MAKES A PERSON LEARN THE JOB QUICKLY AND
PUT MORE EFFORTS TO ACHIEVE THE JOB
OBJECTIVES. SPARK PLUG. STRONG FORCE TO FIGHT
COMPETITION.
• ESSENTIAL FOR SUCCESS. OFTEN MISSING
INGREDIENT.
• IT TRANFORMS WORK INTO PLEASURE / JOB
SATISFACTION.
98

7. FOLLOWS THROUGH, FEELS ACCOUNTABLE FOR
RESULTS.
8. MENTALLY AND PHYSICALLY ENERGETIC ,RELEASES
ENERGY.
9. LIKEABLE PERSONALITY , SMILES, MORE INFORMAL
CALM.
10. OFTEN INVOLVES SUBORDINATES IN DECISION
MAKING.
11. DETERMINED AND OPTIMISTIC.
12. HIGH INTEGRITY.
99

13. PROBLEM SOLVER.
14. GIVES RECOGNITION / REWARD FOR PERFORMANCE.
15. FACES REALITY (COMPANY WEAKNESS) , NOT AVOIDS.
16. CHANGE- ORIENTED , DEFIES TRADITIONS, TAKES
TOUGH DECISIONS.
17. GOOD COMMUNICATION, SPEAKING AND LISTENING.
18. DOES NOT MICROMANAGE, SEES THE BIG PICTURE.
100

19- GROW , NOT SWELLS
20- ROLE MODEL
21- LEADS MORE, MANAGES LESS
101

EFFECTIVE AND EFFICIENT
LEADER
AS A LEADER THE IMPORTANT THING IS
NOT WHAT HAPPENS WHEN YOU ARE
THERE BUT WHAT HAPPENS WHEN YOU
ARE NOT THERE.
102

MAJOR QUALITIES OF A LEADER
22) HAS A SENSE OF HUMOR
23) HAS STRONG CHARACETER
24) ABLE TO INSPIRE PEOPLE TO BELIEVE IN HIMSELF AND
HIS GOALS.ABILITY TO INSPIRE LARGELY DEPEND UPON
THE ABILIT TO CONVEY LEADER’S OWN ENTHUSIASM IN
AN UNDERSTANDABLE MANNER.
25) TENDENCY TO WORK HARD AS NO ONE WILL WORK
HARDER THAN THE LEADER. MUST SET AN EXAMPLE.
26) POSITIVE & OPTIMISTIC ATTITUDE.
103

27) SHOWS UNSELFISHNESS. NEVER PUT HIS OWN
SELFISH NEEDS OVER THOSE OF THE TEAM
28) USES WISDOM
29) HAS AN EXCELLENT MEMORY. MUST KNOW DETAILS
ABOUT EACH PERSON’S WORK. NOT EASY TO
MISLEAD
30) GIVES ATTENTION TO DETAILS. STAFF WILL SEE
THEIR MISTAKES.
31) INDIFFERENT TO POPULARITY AND NEVER MAKE A
BAD DECISION JUST TO WIN FAVOUR.
104

32) HAS ABILITY TO USE POWER WISELY AND GIVES
RESPECT TO PEOPLE HE LEADS. FEELS HAPPY TO
DELEGATE POWER AND RESPONSIBILITY WHEN
APPROPRIATE
33) DEMONSTRATES CONSISTENCY
34) IS SINGLE-MINDED, BUT ALSO WILLING TO ADAPT
AND CHANGE. NEVER GIVES UP AS LONG AS HE HAS
CHANCE OF WINNING.
105

TREATING STAFF
• A SALES LEADERSHIP IS ESSENTIALLY A LEADERSHIP
OF PEOPLE
• IF A PERSON CANNOT WORK WITH PEOPLE, HE WILL
FAIL
– SALES LEADER MUST UNDERSTAND HIS PEOPLE,
HOW TO INSPIRE THEM, HOW TO DISCIPLINE THEM,
AND HOW TO HELP THEM IDENTIFY WITH YOUR
GOALS?
106

ELEVEN FUNDAMENTAL PRINCIPLES
OF HANDLING PEOPLE
107

HANDLING PEOPLE BY A LEADER
• DEALING WITH PEOPLE :
- SUBORDINATES
- PEERS
- SUPERIORS
IS PROBABLY THE BIGGEST CHALLENGE FOR A SALES MANAGER.
WHY?
PEOPLE ARE LIVING CREATURES OF EMOTIONS.
• RESEARCH HAS SHOWN THAT, IN ALL BUSINESS FUNCTIONS,
15% OF A SALES LEADER’S SUCCESS IS DUE TO HIS SPECIALIZED
FUNCTIONAL (TECHNICAL) KNOWLEDGE AND 85% IS DUE TO
HUMAN SKILLS AND FOLLOWING THE PRINCIPLES OF
HANDLING PEOPLE.
108

OF HANDLING PEOPLE
1) HAVE TRUST AND CONFIDENCE, GIVE RESPECT TO YOUR
SUBORDINATES.
2) SMILE: PEOPLE WHO SMILE, THEY MANAGE, TEACH AND
SELL BETTER.
a) IT COSTS NOTHING
b) IT CREATES A POSITIVE FELLING IN OTHERS.
c) IT OCCURS IN A FLASH BUT ITS MEMORY LASTS LONG.
3) BE A GOOD LISTENER
109

OF HANDLING PEOPLE
4) GIVE HONEST AND SINCERE APPRECIATION. SINCERE
APPRECIATION COMES FROM HEART.
WHY GIVE SINCERE APPRECIATION?
A) TO MAKE A PERSON REPEAT GOOD
BEHAVIOUR OR PERFORMANCE
B) TO CREATE A FEELING OF IMPORTANCE
110

OF HANDLING PEOPLE
• APPRECIATION IS HIGHLY NEGLECTED. MANY MANAGERS
DO THE OPPOSITE:
A) IF THEY DO NOT LIKE A THING / BEHAVIOUR,
THEY CRITICIZE THE SUBORDINATE.
B) IF THEY DO LIKE IT, THEY SAY NOTHING.
• HONEST AND SINCERE APPRECIATION IS NOT FLATTERY.
FLATTERY IS:
I) INSINCERE AND SELFISH. DOES NOT COME
FROM THE HEART, IT COMES FROM THE MOUTH.
II) UNIVERSALLY CONDEMNED, NOT ADMIRED.
111

OF HANDLING PEOPLE
5) DO NOT CRITICIZE OR CONDEMN SUBORDINATES. WHY?
A) CRITICISM PUTS A PERSON ON DEFENSE AND HE
STRIVES TO JUSTIFY HIMSELF.
B) DEMORALIZES EMPLOYEES, KILLS AMBITION.
C) BEEHIVE IS DESTROYED
6) CORRECT SUBORDINATE’S MISTAKES THROUGH NEUTRAL
COMMENTS.
7) TALK FROM OTHER PERSON’S POINT OF VIEW.
HIS INTEREST, MOTIVE, PROBLEM ETC.
8) SHOW GENUINE INTEREST IN DEVELOPING
SUBORDINATES. THEY WILL GIVE YOU LOVE, HARD WORK
AND RESULTS.
112

OF HANDLING PEOPLE
9) AVOID ARGUMENTS. RESPECT OTHERS’ OPINION
AND NEVER SAY, “YOU ARE WRONG”
10) IF YOU ARE WRONG, ADMIT IT QUICKLY.
11) SET MUTUALLY AGREED SMART AND PURE GOALS.
113

TREATING STAFF
• MATCH YOUR GOALS TO YOUR SITUATION:
– SET GOALS APPROPRIATE TO SITUATION, IF GOALS
ARE NOT SET IN HARMONY WITH YOUR
SUPERIORS, YOU WILL NOT HAVE THE CONFIDENCE
AND AUTHORITY TO ACT.
– CONSTANTLY REAPPRAISE YOUR GOALS WITHIN
THE TEAM.
114

2. MATCH YOUR LEADERSHIP TO YOUR SITUATION:
– MATCH YOUR LEADERSHIIP STYLE WITH THE MATURITY
OF THE TEAM MEMBER
3. SIGNPOST OBJECTIVES AND DECISIONS:
– ALWAYS KEEP STAFF INFORMED, MAKE THEM AWARE OF
POSSIBILITY OF CHANGE BEFORE IT HAPPENS
– REGULARLY UPDATE ON SALES FIGURES, MARKET NEWS
– IMPROVES TEAM SPIRIT AND SHOWS THEM YOU HAVE
SENSE OF DIRECTION.
TREATING STAFF
115

4. PRIASE YOUR STAFF AND RECOGNIZE
ACHIEVEMENTS:
– PRIASE SINCERELY AND FOR GENUINE REASONS
– PRAISE IN FRONT OF OTHER PEOPLE AND
MANAGERS
– ALWAYS THANK STAFF FOR WORKING OR TRYING
HARD, THEY WILL ACT TO EARN MORE THANKS!
– USE ONE MINUTE PRAISE TECHNIQUE WHILE
PRAISING
TREATING STAFF
116

5. GIVE CONSTRUCTIVE CRITICISM:
– ONLY IN EXTREME SITUATIONS BLUNTLY CRITICIZE
– LET THEM KNOW WHAT THEY HAVE DONE WRONG
– USE ONE MINUTE REPRIMAND TECHNIQUE WHILE
CRITICIZING.
6. CONSULT YOUR STAFF:
– TO BE A GOOD SALES MANAGER YOU DON’T NEED
TO HAVE ALL THE ANSWERS, STILL ASK YOUR STAFF,
RATHER THAN TAKE A GUESS.
TREATING STAFF
117

DEVELOPING RIGHT RELATIONSHIP
• SALES LEADER SHOULD BE FAMILIAR WITH HIS
STAFF TO LAUGH, JOKE, AND CAJOLE INFORMALLY
• FAMILIARITY MUST NOT PREVENT HIM LAYING
DOWN THE LAW WHENEVER NECESSARY
• NEVER APOLOGIZE FOR YOUR ACTIONS. WHY?
• THIS WILL ENCOURAGE STAFF TO QUESTION YOUR
AUTHORITY. ALWAYS GIVE REASONS FOR ACTIONS
118

INTERPERSONAL SKILLS
ABILITIES NEEDED TO WORK WELL AND GET
ALONG WITH PEOPLE OF DIVERSE NATURE,
BOTH AS A MEMBER AND AS A LEADER OF
THE GROUP
120

MANAGER / LEADER
SUBORDINATES
OF DIVERSE
NATURE
121

• THE PRINCIPLE GOVERNING THE NEED FOR
INTERPERSONAL & COMMUNICATION SKILLS IS:
THE MORE TIME A MANAGER OR A PERSON
SPENDS WITH PEOPLE, THE MORE HE NEEDS
INTERPERSONAL AND COMMUNICATION SKILLS.
• EXTREMELY IMPORTANT AT ALL LEVELS OF
MANAGEMENT.
122

MAJOR INTERPERSONAL SKILLS
ABILITY TO :
1. CREATE POSITIVE WORKING OR LEARNING ENVIRONMENT
2. SHARE INFORMATION
3. ENCOURAGE SUCCESS
4. MOTIVATE SUBORDINATES
5. REMOVE GRIEVANCES AND FAILURES
6. CREATE TEAM-SPIRIT AMONG PEOPLE OF DIVERSE NATURE
7. GET ALONG WITH OTHERS, BOTH AS MEMBER AND AS A
LEADER
8. CONVINCE OTHERS
123

POSITION WITHIN THE ORGANIZATION
• EFFECTIVE LEADERSHIP REQUIRES SUFFICIENT AUTHORITY,
POWER, PRESTIGE, AND FREEDOM OF ACTION WITHIN
ORGANIZATION
• THE KEY AREAS IN WHICH A SALES MANAGER SHOULD HAVE
RESPONSIBILITY ARE:
1. RECRUITMENT AND DISMISSAL
2. PAY REVIEWS
3. PROMOTIONS
4. DISCIPLINE
5. SETTING INDIVIDUAL PERFORMANCE GOALS
6. ORGANIZING TRAINING
7. ESTABLISHING AND DEFINING WORKING PRACTICES
124

STICK AND CARROT RULE
STICK RULE:
1. DISCIPLINE
2. NO PROMOTION
3. DISPLEASURE
4. SUBORDINATE’S POOR PERFORMANCE
125

CARROT RULE:
1. PROMOTION
2. PAY REVIEW
3. GOODWILL
4. SUBORDINATE’S IMPROVED PERFORMANCE
IF YOUR SUBORDINATES DO NOT CARE ABOUT PLEASING
OR DISPLEASING YOU, OR DO NOT THINK YOUR ADVICE
WILL IMPROVE THEIR PERFORMANCE,THEY WILL NOT
LISTEN TO YOU.
126

• SUBORDINATES MUST KNOW
– THEY WERE RECRUITED ON YOUR SAY-SO
– THEY WILL PROGRESS ON YOUR SAY-SO
– THEY WILL BE DISMISSED ON YOUR SAY-SO
IF PEOPLE DO NOT SEE YOU RESPONSIBLE, THEY MAY SEE
THE PEOPLE WHO ARE RESPONSIBLE FOR THEM AND
NOT YOU
127

• A SALES LEADER IS MASTER OF HIS OWN HOUSE.
• MUST RESPOND QUICKLY TO CHANGING
CIRCUMSTANCES (WITHIN THE TEAM OR IN THE
MARKET) AS HE SEES FIT.
• IF HE HAS TO REFER EVERY DECISION UP THE
LINE, SUBORDINATE WILL BE DEMORALIZED OR
LOSE RESPECT FOR THE SALES LEADER.
128

WAYS OF WORKING
PUTTING THINGS INTO PRACTICE
THROUGH
1. TIME MANAGEMENT
2. ORGANIZATION
3. APPEARANCE
4. EFFICIENCY
129

WAYS OF WORKING
1. TIME MANAGEMENT:
TIME IS MOST VALUABLE PERSONAL
RESOURCE SO USE IT, DO NOT LOSE IT.
• TIPS FOR TIME MANAGEMENT:
– PLAN YOUR DAY THE NIGHT BEFORE
– PREPARE A LIST OF THINGS TO DO
130

WAYS OF WORKING
2. RE-PLAN YOUR WORK EACH MORNING:
• MAKE CHANGES IN THE LIGHT OF THE NEW DAY
3. PRIORITIZE YOUR WORK:
• TASKS SHOULD BE PRIORITIZED ACCORDING TO
• IMPORTANCE
• URGENCY
131

WAYS OF WORKING
CAN WAIT MUST BE DONE
QUIT WOULD LIKE TO DO
IMPORTANCE
URGENCY
HIGH
HIGH
LOW
LOW
132

WAYS OF WORKING
2. ORGANIZATION:
• VITAL FOR SUCCESS
• IF YOU ARE DISORGANIZED, YOUR STAFF WILL ALSO BE
DISORGANIZED
• LESS CHANCES OF MAKING MISTAKES AND MISS
OPPORTUNITIES AND LOSING IMPORTANT INFORMATION
• ENSURES DEADLINES TO BE MET
• RECORD KEEPING GREATLY HELPS IN ORGANIZATION
SUCH AS :
• PERFORMANCE FEEDBACK, CAREER DISCUSSIONS, REWARDS,
DISCIPLINARY NOTES, PROMISES
133

WAYS OF WORKING
• BASE DECISIONS AND ACTIONS ON RECORDS,
FIGURES AND DATA.
• NEVER GUESS
SOLUTION OF PROBLEM LIES IN DETAILS, NOT
IN GENERALIZATION.
134

COMPANY CULTURE AND
SUCCESS
135

COMPANY CULTURE
1- IT IS THE WAY OF DOING BUSINESS. IT
CONSISTS OF A SET OF RELATIVELY STABLE AND
SHARED BUSINESS CUSTOMS, PRACTICES AND
VALUES, LEARNT OVER TIME, WHICH UNITE
EMPLOYEES AND WHICH DIFFERENTIATE ONE
COMPANY FROM ANOTHER COMPANY. IT IS DEEP
ROOTED IN THE COMPANY.
136

137
COMPANY CULTURE
2- COMPANY CUSTOM IS THE SUM OF ITS
SHARED CUSTOMS, PRACTICES AND VALUES. THE
CULTURE OF A COMPANY IS THE BEHAVIOUR OF
ITS LEADERS AND ITS OPERATIONAL STAFF.
NOBODY SHOULD VIOLATE COMPANY CULTURE.

COMPANY CULTURE
CUSTOMS PRACTICES AND VALUES
1. CUSTOMER FOCUSED.
2. PEOPLE-ORIENTED , SYNERGY.
3. EXECUTION CULTURE, RESULT-ORIENTED , PRODUCTIVITY
4. ACCOUNTABILITY AT ALL LEVELS.
5. COMPETITION VALUES.
6. CENTERALIZED VS DECENTERALIZED DECISION MAKING PATTERN.
7. INDIVIDUAL VS GROUP DECISIONS.
8. ATTENTION TO DETAILS IN PLANNING AT EVERY LEVEL INTEGRITY.
9. CONTINUOUS LEARNING.
10. DESIGNING ACTIVITIES AND REWARDS AROUND INDIVIDUALS
AND / OR TEAMS.
138

12- INNOVATIVE AND RISK TAKING OR MAINTAINING
STATUS QUO AND NOT TAKING RISK.
13- DETERMINED , COURAGEOUS STAFF
14- EASY GOING OR DYNAMIC APPROACH
15- CLOSE OR LOOSE SUPERVISION
16- SPEED OF ACTION
17- JOB SECURITY.
139
COMPANY CULTURE
CUSTOMS PRACTICES AND VALUES

BUSINESS CULTURE VALUES
18- WORKING CLIMATE, WEATHER, BETTER LISTENING.
19- PHYSICAL ENVIRONMENT.
20- ENCOURAGING CONTACTS WITH EMPLOYEES OUTSIDE THEIR
FUNCTIONAL AREA OR CHAIN OF COMMAND.
21- TIME ORIENTED – OR NOT
22- DRESS.
THE LEADERS MUST BELIEVE IN COMPANY VALUES AND
SHOULD BE ACTIVELY INVOLVED IN IMPLEMEMNTING THEM.
140

COMPANY CULTURE
• AFFECTS WHAT EMPLOYEES THINK , SAY AND DO, ATTITUDE
AND BEHAVIOUR.
• EMPLOYEES LEARN BUSINESS CULTURE FROM WHAT THEY
SEE AND HEAR IN THE COMPANY.
• ALL COMPANIES DO NOT HAVE A UNIFORM CULTURE.
• SELECT PEOPLE WHO FIT-IN WITH THE COMPANY CULTURE.
141

CONTRASTING COMPANY CULTURE
COMPANY A
- RISK TAKING / CHANGE NOT
ENCOURAGED. MANAGERS DO NOT
IMPLIMENT IDEAS THAT DEVIATE FROM
STATUS-QUO.
- EXTENSIVE RULES / REGULATIONS TO
FOLLOW.
- CLOSE SUPERVISION OF SUBORDINATES ,
LESS AUTHORITY.
- RESULT ORIENTED, LESS PEOPLE ORIENTED.
- WORK ACTIVITIES ARE DESIGNED AROUND
INDIVIDUALS.
- REWARD ON INDIVIDUAL EFFORTS.
- EMPLOYEES ARE EXPECTED TO MINIMIZE
CONTACTS WITH PEOPLE OUTSIDE THEIR
DEPARTMENT/ CHAIN OF COMMAND.
- SENIORITY IS THE MAJOR FACTOR IN PAY
RISE AND PROMOTION.
142
COMPANY B
- RISK TAKING / CHANGE IS ENCOURAGED
AND REWARDED. FAILURE ARE TEATED AS
LEARNING EXPERIENCES.
- FEW
- LOOSE SUPERVISION BECAUSE EMPLOYEES
ARE HARD WORKING AND TRUSTWORTHY,
LOT OF AUTHORITY
- BOTH.
- WORKING ACTIVITIES ARE DESIGNED
AROUND INDIVIDUALS AND TEAMS.
- REWARDS ON INDIVIDUAL AND TEAM
BASIS.
- ENCOURAGED TO INTERACT.
- PERFORMANCE.

COMPANY CULTURE
• HOTTEST MANAGEMENT TOPIC SINCE 90s. EXECUTIVE
WANT TO UNDRSTAND IT. WHY IT IS IMPORTANT?
• CHANGING COMPANY CULTURE IS NOT EASY. TOP
MANAGEMENT IS THE CHANGE AGENT. SLOWLY
CHANGES.
• RESISTANCE
• EDUCATION AND TRAINING ON NEW COMPANY
CUSTOMS, PRACTICES AND VALUES.
143

COMPANY CULTURE
• DEGREE OF RESISTANCE PUT-UP DEPENDS UPON:
a: AMONUT OF EMPLOYEE’S INTEREST IN THE NEW
BUSINESS PRACTICE OR CUSTOM ON WHICH THE
MANAGEMENT WANTS TO INTRODUCE.
b: EXTENT OF DISRUPTIVE EFECT THE NEW BUSINESS
PRACTICE OR CUSTOM MAY HAVE ON THE PRESENT
BUSINESS WORKING METHODS.
144

CHANGING AND MEASURING
COMPANY CULTURE
• TO CHANGE THE CULTURE, CHANGE COMPANY’S
CUSTOMS, PRACTICES AND VALUES
ALSO BY CHANGING THE BEHAVIOUR OF ITS LEADER
AND THE OPERATIONAL STAFF.
• MEASURE CHANGE IN CULTURE BY MEASURING THE
CHANGE IN PERSONAL BEHAVIOUR AND EXECUTION
CULTURE OF ITS LEADERS, (ON A SCALE FROM -1 TO
+3), AT ALL LEVELS.
145

MANAGEMENT BY OBJECTIVES
(MBO)
146

MANAGEMENT BY OBJECTIVES
(MBO)
MANAGING SUBORDINATES BY SETTING SMART,
PURE AND MUTUALLY AGREED OBJECTIVES AND
THEN USING THESE OBJECTIVES AS A YARDSTICK
FOR EVALUATION ,MOTIVATION AND CONTROL OF
SUDORDINATES.
147

SEVEN STEPS OF MBO PROCESS
THE MANAGER UNDERSTAND
COMPANY’S OBJECTIVE
DECIDES SPECIFIC “HOWS”
TO ACHIEVE OBJECTVES.
SETS MUTUALLY AGREED
SMART AND PURE
OBJECTIVES
THE MANAGER AND THE
SUBORDINATES MONITOR
PROGRESS.
148
GIVE REWARD OR
PROVIDE ENABLERS AND
MOTIVATORS THE MANAGER
PROVIDES ENABLE
& MOTIVATORS.
AT THE END OF OPERATIONAL PERIOD,
THE MANAGER EVALUATES THE
PERFORMANCE OF SUBORDINATE,
AND GIVES HONEST FEEDBACK

FACTORS OF THE SUCCESS OF
MBO SYSTEM
1. TOP MANAGEMENT MUST FIRST SET THE APPROPRAITE
COMPANY’S OBJECTIVE.
2. MANAGER AND THE SUBORDINATE MUST AGREE ON EACH
INDIVIDUAL GOAL, SET IN LINE WITH THE COMPANY OBJECTIVES.
3. THE MANAGER MUST PROVIDE THE NECESSARY ENABLERS AND
MOTIVATORS.
4. SUBORDINATER’S PERFORMANCE MUST BE EVALUATED AGAINST
THE MUTUAL AGREED GOALS , AT THE END OF OPERATIONAL
PERIOD.
5. MANAGEMENT MUST REWARD OR FURTHER IMPROVE ENABLES OF
THE SUBORDINATE.
6. GIVE OTHER JOB / SEPARATE THE EMPLOYEE IN A CIVILIZED
MANNER.
149

ACHIEVEMENT PROBLEM
RECOGNISING A DIFFERENCE OF SUFFICIENT
MAGNITUDE BETWEEN:
- SHOULD / DESIRE / COMMITMENT LEVEL OF RESULT
- IS LEVEL / ACTUAL OF RESULTS IS CALLED AN
ACHIEVEMENT- PROBLEM.
151

SHOULD / DESIRED / COMMITMENT LEVEL i.e. GOALS
GAP PROBLEM
152
ACHIEVEMENT PROBLEM

THE BIGGER IS THE MAGNITUDE OF
DIFFERENCE BETWEEN THE SHOULD AND THE
IS LEVEL OF ACHIEVEMENT, THE MORE IS THE
NEED FOR THE CULTURE OF EXECUTION.
153
ACHIEVEMENT PROBLEM

SITUATION ANALYSIS PHASE
 GATHER, STUDY AND ANALYSE FACTS
ABOUT PAST AND CURRENT PERIODS.
 MAKE CONCLUSIONS
 PREDICT THEIR EFFECTS ON FUTURE.
PLANNING PHASE
SET OBJECTIVES ,ESTABLISH
STRATEGIES & TACTICS,
DETERMINE RESOURCES, DECIDE
MONITORING MECHANISM
ORGANIZING & IMPLEMENTING PHASE
A) ORGANIZING :- ORGANIZATION STRUCTURE
,STAFFING, ASSIGN TASKS, EMPOWER ,
TRAINING, COACHING ,ENSURING PROPER SELF/
SUBORDINATE PREPARATION ,ENSURING
ORDERLY USE OF MATERIALS, TOOLS, TIME
ETC.INCENTIVES
B) IMPLEMENTING :- COMMUNICATE THE
PLAN, EXECUTE STRATEGIES & TRACTICS
ACTIONS TAKING PHASE
RECOGNIZE, REWARD HELP,
REPRIMAND, WARN, REPLACE
TAKE CORRECTIVE ACTIONS
,ADJUST GOALS ADJUST
STRATEGIES AND TACTICS
LEADING, DIRECTING,
MONITORING,EVALUATING &
CONTROLLING PHASE
LEAD, KEEP FOCUSED,COMPARE
, DETERMINE DEVIATION , FIND
CAUSE(S)
HE
155

LOVE YOUR JOB, BE GOAL ORIENTED
• SUCCESS FORMULA = JA +LJ+JMP+LUCK
• MAKES A PERSON LEARN THE JOB QUICKLY AND
PUT MORE EFFORTS TO ACHIEVE THE JOB
OBJECTIVES. SPARK PLUG. STRONG FORCE TO FIGHT
COMPETITION.
• ESSENTIAL FOR SUCCESS. OFTEN MISSING
INGREDIENT.
• IT TRANFORMS WORK INTO PLEASURE / JOB
SATISFACTION.
156

EXECUTION DELIVERS RESULTS
WHAT IS EXECUTION CULTURE?
• IT IS A DISCIPLINE OR A CULTURE OF SYSTEMATICALLY GETTING
SPECIFIC HOWS (TACTICS) OF A STRATEGY DONE / IMPLIMENTED IN
ORDER TO:
A: DELIVER PROMISED BUSINESS GOALS OR COMMITMENT (SHOULD
LEVEL OF RESULTS) ON REGULAR BASIS.
B: HAVE A LONG LASTING SCA IN EXECUTIVES AT ALL LEVELS.
C: ENSURES ACCOUNTABILITY.
• INVOLVES DAY-TO-DAY DOING OF TACTICS.
• IMPORTANT PART OF MANAGEMENT.
• IT IS THE MOST UNADDRESSED ISSUE IN THE BUSINESS TODAY. IT
IS NOT A ROCKET SCIENCE.
157

CREATING AN EXECUTION ENVIRONMENT
IS A DIFFICULT TASK BUT LOSING IT IS EASY,
MORE OFTEN THERE IS LOT OF TALK AND
MEETINGS AND NO ACTIONS.
158
WHAT IS EXECUTION CULTURE?

EXECUTION IS NEEDED AT ALL LEVELS OF
LEADERSHIP. BIO-LABS CANNOT DELIVER ITS
COMMITMENT UNLESS ALL MANAGERS
PRACTICE THE DISCIPLINE OF EXECUTION.
WITHOUT EXECUTION LEADERSHIP IS
INEFFECTIVE.IT IS THE MISSING LINK BETWEEN
THE “SHOULD LEVEL” OF RESULTS AND THE “IS
LEVEL” OF RESULTS.
159

EXECUTION CULTURE STARTS WITH SENIOR
LEADERS
• HAS BEEN A PROBLEM FOR MANY YEARS . EXECUTION
MUST BEGIN WITH SENIOR MANAGERS. IF YOU SHOW
EXECUTION BEHAVIOUR , REGIONAL MANAGERS WILL
ALSO SHOW EXECUTION CULTURE.
• IN COMPANIES WHICH ARE POOR AT EXECUTION,
LEADERS ARE USUALLY OUT OF TOUCH WITH THEIR
SUBORDINATES AND DAY TO DAY REALITIES. THEY ARE
NOT PRESENT WHERE THE ACTION IS.
160

LINKING COMPENSATION TO
PERFORMANCE
• LINKING COMPENSATION PACKAGE AND
PROMOTIONS TO PERFORMANCE IS ESSENTIAL FOR
CREATING EXECUTION BEHAVIOUR AT ALL LEVELS.
• THE LINKING MUST BE TRANSPARENT
• LINKING HELPS TO INTRODUCE RESULT-ORIENTED
EXECUTION CULTURE. FEW COMPANIES DO SO.
• USUALLY NO NEGATIVE CONSEQUENCES FOR POOR
RESULTS / NON PERFORMERS.
161

DEALING WIT NON PERFORMERS
• EVERY PROMOTION IS A DECISION. IT CAN BE WRONG. DOES NOT
MEET GOALS ON REGULAR BASIS OR HE FAILS TO ADOPT
LEADERSHIP STYLE ACCORDING TO THE SITUATION
• SOME MANAGERS ARE PROMOTED BEYOND THEIR ABILITY/
TALENT AND THEY NEED TO BE:
- SHIFTED TO A LESS IMPORTANT JOB
- MOVED OUT SEPERATELY
• THEIR FAILURE DOES NOT MEAN THAT THEY ARE BAD PEOPLE. IT
JUST MEAN THAT THEIR PERFORMANCE LEVEL IS NOT UPTO THE
MARK.
• PAINFUL ACTION . DO IT QUICKLY AND FAIRLY
162

IMORTANCE OF EXECUTION
A. THE MISSED LINK.MAJOR TASK OF A LEADER IN BUSINESS
B. IT CANNOT BE DELEGATED. A LEADER MUST BE DEEPLY
INVOLVED IN IT.
C. THE MAIN REASON COMPANIES SHORT FALL THEIR
ACHIEVEMENT.
D. GAP BETWEEN “SHOUL” AND “IS” LEVEL OF ACHIEVEMENT
E. DETERMINES DIFFERENCE BETWEEN SUCCESSUL AND
UNSUCCESSFUL COMPANIES
163

STEPS NEEDED TO IMPLEMENT
CULTURE OF EXECUTION
1. TOP LEADERSHIP SHOULD BE FIRST TO CHANGE TO CULTURE
OF EXECUTION.
2. ROLE MODEL OF CULTURE OF EXECUTION.
3. MONITOR EXECUTION ON MONTHLY OR QUARTERLY BASIS.
PERFORMANCE FOR THE PREVIOUS MONTH / QUATER AND
YEAR TO DATE MUST BE COMPARED WITH THE TARGET
PEOPLE HAVE COMMITED.THIS WILL PROVE AN EARLY
WARNING OF THE PROBLEM.
4. PEOPLE SHOULD EXPLAIN “WHY” OF THE PROBLEM AND
WHAT THEY ARE GOING TO DO ABOUT IT.
164

5. CLEARLY COMMUNICATE THE POA
6. ENSURE BOTH THE MANAGER AND HIS SUBORDINATES:-
- UNDERSTAND GOALS
- UNDERSTAND TACTICS
- HEVE NEEDED RESOURCES
- ARE MOTIVATED
7. PROMOTE CUSTOMERS FOCUSED AND EXECUTION FOCUSED
EXECUTIVES.
8. ARRANGE TRAINING ON CULTURE OF EXECUTION
9. GIVE INCENTIVES/ SALARY PACKAGE BASED ON PERFORMNCE
10. FREQUENT REMINDING OF CULTURE OF EXECUTION BY THE
CEO
165
STEPS NEEDED TO IMPLEMENT
CULTURE OF EXECUTION

WHY EXECUTION IS NEGLECTED?
1. RIGHT PEOPLE ARE NOT INCHARGE OF GETTING THINGS DONE.
2. NOT TAUGHT AS A DISCIPLINE.
3. LACK OF APPRICIATION IN WORKING OUT TACTICS AND GOALS.
4. WRONG TACTICS.
5. NOT KNOWING WHAT TACTICS/ ACTIONS ARE TO BE
IMPLEMENTED.
6. LACK OF EMPOWERMENT.
7. LACK OF APPROPRIATE INCENTIVES, ABSENCE OF
COMPENSATION PACKAGE LINKED WITH PERFORMANCE.
8. LACK OF ACCOUNTABILTY. NO NEGATIVE COSEQUENCES OF
POOR PERFORMANCE.
166

PRACTICAL STEPS FOR
EXECUTION
THOROUGH ANALYSIS OF
MONTHLY WORK PLANS
167

FINE-TUNNING OF
DOCTORS SELECTION
PRACTICAL STEPS FOR
EXECUTION
168

DAILY COMMUNICATION WITH REGIONAL
MANAGERS FOR DAILY OBJECTIVES
PRACTICAL STEPS FOR
EXECUTION
169

WEEKLY SALES / DRS
DEVELOPMENT ANALYSIS
PRACTICAL STEPS FOR
EXECUTION
170

WEEKLY MONITORING / EVAULATION
OF SALES ANALYZER OF RM / SPO
PRACTICAL STEPS FOR
EXECUTION
171

MONTHLY EVALUATION OF SALES
PERFORMANCE OF EACH INDIVIDUAL PA
PRACTICAL STEPS FOR
EXECUTION
172

MCKINSEY’S SEVEN “S” FRAMEWORK AND
STAFFING
173

174
MCKINSEY’S SEVEN “S” FRAMEWORK
• MCKINSEY’S SEVEN “S” FRAMEWORK IS
MADE UP OF :
- SOFTWARE
- HARDWARE (STARATEGY REGARDING OVERALL
BUSINESS, REWARDS, COMPENSATION ,
PROMOTION, DEMOTION ), STRUCTURE ETC

SEVEN “S” FRAMEWORK FOR SUCCESS
1. STRATEGY
2. STRUCTURE: FLEXIBLE, FLAT , SINGLE
ACCOUNTABILITY , RESPONSIBILITIES - AUTHORITY
EQUATION , OPTIMUM SPAN OF CONTROL.
3. SATFF: PEOPLE WITH ABILITY, WILLINGNESS AND
JOB MATCHING PERSONALITY.
4. SKILLS: JOB RELATED AND COMMUNICATION SKILLS
ETC.
5. SHARED BUSINESS VALUES
DISTINCT BUSINESS CULTURE TO ENSURE SUCCESS.
6. STYLE: COMMON BEHAVIOUR, OUTLOOK, ETC
7. SYSTEMS (PROCESSOR)
175

• HARDWARE OF A COMPUTER IS USELESS WITHOUT
THE RIGHT SOFTWARE LIKEWISE, IN AN
ORGANIZATION, THE HARDWARE IS USELESS
WITHOUT PEOPLE’S DESIRED BEHAVIOUR AND
VALUES WHICH PRODUCE RESULTS. SOFTWARE
BRINGS CAMPANY’S HARDWARE TO LIFE.
• BOTH HARD WARE AND SOFTWARE IS CARRIED
AND NEEDED BY THE LEADERS OR EXECUTION
CULTURE.
176
MCKINSEY’S SEVEN “S” FRAMEWORK

ACCOUNTABILITY
ENSURING THAT THE PERSON, WHO IS SUPPOSED TO
PERFORM A CERTAIN TASK (RESPONSIBILITY) DOES
ACTUALLY PERFORM THE TASK CORRECTLY, EFFECTIVELY
AND EFFICIENTLY.
- IT CANNOT BE DELEGATED.
- HOLD EACH DIRECT REPORTEE ACCCOUNTABLE.
177

AUTHORITY
• OFFICIAL RIGHT GIVEN TO A MANEGERIAL POSITION TO
MAKE DECISIONS AND TELL OTHERS WHAT TO DO, TO
ACHIEVE OBJECTIVES.
• IT RESIDES IN THE POSITION AND NOT IN A PERSON.
• EXTERNAL TO A PERSON.
• AUTHORITY MUST BE PLACED IN HANDS OF THOSE WHO
ARE CLOSE TO THE PROBLEM OR THE OPPORTUNITY.
178

AUTHORITY
THE DEFINATION OF AUTHORITY SUGGESTS THAT IT HAS
FOUR CHARACTERISTICS;
- IT IS AN OFFICIAL RIGHT
- IT VOLVES MAKING DECISIONS AND TELLING OTHERS WHAT
TO DO.
- IT IS GRANTED FOR THE PURPOSE OF ACHEIVING COMPANY
OBJECTIVES.
- IT RESIDES IN A POSITION NOT IN A PERSON.
179

STAFFING
• SATFFING MEAN ATTRACTING, HIRING AND RETAINING QUALTY
STAFF.
• RECRUIT AND SELECT STAFF WITH NECESSARY.
- EDUCATION, JOB RELATED SKILLS, JOB RELATED KNOWLEDGE,
EXPERIENCE.
- JOB WILLINGNESS.
- JOB MATCHING PERSONALITY.
• ASSIGN TASKS OR RESONSIBILITIES.
• EMPOWER. GIVE AUTHORITY
• PROVIDE NEEDED ENABLES AND MOTIVATORS.
• ENSURE PROPER SELF / SUBORDINATE’S PREPARATION AND PROVIDE
/ ENSURE ORDERLY USE OF TOOLS, TIME ETC.
• MUST WORK TOGETHER AS A TEAM TO CARRY OUT THE PLAN.
180

TO DO A JOB SUCCESSFULLY ONE NEEDS
181
JOB WILLINGNESS,
ENTHUSIASM JOB MATCHING
PERSONALITY
ABILITY / TALENT :
CREATES CONFIDENCE
WHICH IS PASSED ON
MADE -UP OF:
- EDUCATION
- JOB RELATED SKILLS
- EXPERIENCE
- JOB KNOWLEDGE
PHYSICAL
ATTRIBUTES
SOCIAL
ATTRIBUTES
EMOTIONAL
ATTRIBUTES
MENTAL
ATTRIBUTES

JOB ENTHUSIASM
AN URGE TO WORK
+VE JOB ATITUDE
• INNER SPIRIT OR FORCE IN A PERSON WHICH
STIMULATES HIM PHYSICALLY, MENTALLY AND
EMOTIONALLY, TO LEARN THE JOB QUICKLY AND
PUT MORE EFFORTS IN IT TO ACHIEVE MUTUALLY
AGREED JOB OBJECTIVES.
• ESSENTIAL FOR SUCCESS
• IT TRANSFORMS WORKS INTO PLEASURE.
182

JOB ENTHUSIASM , WILLINGNESS, EGO
• WHEN ADDED TO ONE’S JOB ABILITY/TALENT, JOB
ENTHUSIASM PROVIDES A VITAL SPARK FOR SUCCESS IN
ANY FIELD.
• WITHOUT ENTHUSIASM, EVEN THE MOST LOGICAL
ARGUMENT FAILS TO STIR ACTION IN A PERSON.
• OFTEN JOB ENTHUSUIASM MISSING INGREDIENT OF
SUCCESS FORMULA. MAKES DIFFERENCE BETWEEN
SUCCESS AND FAILURE ON A JOB.
183

PERSONALITY
DEFINATION
• PHYSICAL, MENTAL, EMOTIONAL AND SOCIAL ATTRIBUTES
WHICH DIFFERENTIATES ONE PERSON FROM ANOTHER
PERSON AND WHICH MAKES AN IMMPRESSION
FAVOURABLE OR UNFAVOURABLE.
• ONLY A SMALL PART OF PERSONALITY IS INHERITED, MOST
OF IT IS ACQUIRED FROM ENVIRONMENT.
• SOME ASPECTS OF PERSONALITY CAN BE CHANGED.
184

QUALITY PEOPLE
• HAVE JOB ABILITY:
SUITABLE EDUCATION, SKILLS, JOB KNOWLEDGE, AND
EXPERIENCE
• HAVE JOB WILLINGNESS:
A POSITIVE ATITUDE TOWARDS THE JOB LEARN FAST,
WORK HARD AND RODUCE BETTER RESULTS.
• HAVE JOB MATCHING PERSONALITY
185
QUALITY PEOPLE FIND JOB PROCESSES GOING
ON SMOOTHLY. THEY AND THEIR COMPANY
SUCCEED IN ACHIEVING OBJECTIVES.

QUALITY OF PEOPLE
A CRUCIAL AND FUNDAMENTAL RESOURCE
TO ENSURE SUSTAINABLLE COMPETITIVE
ADVANTAGE.
186

WHY PEOPLE RESOURCE IS CRITICAL FOR
COMPANY SUCCESS?
1. ABILITY / TALENT , JOB WILLINGNESS AND A PERSON’S
PERSONALITY IS DIFFICULT TO COPY
2. GIVE A SUSTAINABLE CA
3. PEOPLE ARE THE MAJOR CAUSE OF EFFECTS , RESULTS
ARE OBTAINED THROUGH PEOPLE.
4. PEOPLE HAVE A WIDE EFFECT ON BUSNESS.
5. ENSURE BETTER USE OF NON HUMAN RESOURCES
6. MAKE CORE OF BUSINESS.
187

QUALITY AND PEOPLE
• QUALITY IN PROCESSES, PRODUCTS AND SERVICES
AND BUSINESS RESULTS BEGIN WITH PEOPLE, NOT
SO MUCH WITH NON HUMAN RESOURCES.
• NOT WITH JUST SOME PEOPLE , BUT WITH
EVERYONE INCLUDNG YOU.
188

HOW TO GET RIGHT PERSONS?
TRADITIONAL INTERVIEWS ARE NOT USEFUL FOR SPOTING
LEADERS WHO EXECUTE BECAUSE:
1. THEY FOCUS ON CHRONOLOGY OF A PERSON’S CAREER
DEVELOPMENT AND NOT ON WHICH SPECIFIC ACTIONS
THE PERSON PERFORM TO ACHIEVE RESULTS.
2. THEREFORE, PROBE DEEPLY “HOWS” OF SUCCESSFULLY
PRODUCING RESULTS.
3. LOOK FOR ENERGY AND DESIRE FOR EXECUTING TACTICS
4. ASK WHICH BARRIERS HE CAME ACROSS AND HOW
OVERCOME THEM.
189

HAVING THE RIGHT PERSON AT THE RIGHT PLACE (JOB)
(PATICULARLY IN THE LEADERSHIP POOL)
• MOST IMPORTANT RESOURCE FOR GETTING RESULTS ON
REGULAR BASIS.
• QUALITY OF THE PEOPLE IS THE BEST SCA. A LEADER
MUST FOCUS INTENSELY ON PEOPLE SELECTION. DO NOT
DELEGATE SELECTION PROCESS.
• CHOOSE PEOPLE NOT FOR TODAY’S JOB ONLY BUT FOR
TOMMARROW’S AS WELL. THEY WILL DEVELOP A POOL
/ PIPE LINE OF LEADERS. MAKE LEADERSHIP
DEVELOPMENT A PRIORITY FOR ALL EXECUTIVES.
• WRONG PEOPLE ARE COMMON, THEREFORE, NON
EXECUTION CULTURE AT MANY POSITIONS.
190

RIGHT PEOPLE AT RIGHT JOB
• THEY CONVERT A PLAN OF ACTIONS (POA) INTO
RESULTS FOR COMPANY GROWTH AND PRODUCTIVITY.
• PEOPLE SHOULD NOT HOLD THE SAME JOB TOO LONG.
• COMPARE YOUR PEOPLE WITH THOSE OF THE
STRATEGIC COMPETITORS.
191

WHY RIGHT PERSON ARE NOT AT THE RIGHT
PLACE (JOB) ?
• EXECUTIVES DO NOT HAVE ENOUGH KNOWLEDGE
ABOUT A PERSON.
• SELECT PERSONS WITH WHOM AN EXECUTIVE FEELS
COMFORTABLE. NOT ON COMPANY DECIDED SELECTION
CRITERIA.
• EXECUTIVES ARE NOT COMMITTED TO PEOPLE’S
IMPORTANCE FOR GETTING RESULTS.
192

LEADERSHIP SKILLS OF A SALES MANAGER
• "AT THE AGE OF SEVEN, A YOUNG BOY AND HIS FAMILY WERE FORCED OUT OF THEIR
HOME. THE BOY HAD TO WORK TO SUPPORT HIS FAMILY. AT THE AGE OF NINE, HIS
MOTHER PASSED AWAY. WHEN HE GREW UP, THE YOUNG MAN WAS KEEN TO GO TO
LAW SCHOOL, BUT HAD NO EDUCATION.
• AT 22, HE LOST HIS JOB AS A STORE CLERK. AT 23, HE RAN FOR STATE LEGISLATURE AND
LOST. THE SAME YEAR, HE WENT INTO BUSINESS. IT FAILED, LEAVING HIM WITH A DEBT
THAT TOOK HIM 17 YEARS TO REPAY. AT 27, HE HAD A NERVOUS BREAKDOWN. TWO
YEARS LATER, HE TRIED FOR THE POST OF SPEAKER IN HIS STATE LEGISLATURE. HE LOST.
AT 31, HE WAS DEFEATED IN HIS ATTEMPT TO BECOME AN ELECTOR. BY 35, HE HAD
BEEN DEFEATED TWICE WHILE RUNNING FOR CONGRESS. FINALLY, HE DID MANAGE TO
SECURE A BRIEF TERM IN CONGRESS, BUT AT 39 HE LOST HIS RE-ELECTION BID.
• AT 41, HIS FOUR-YEAR-OLD SON DIED. AT 42, HE WAS REJECTED AS A PROSPECTIVE
LAND OFFICER. AT 45, HE RAN FOR THE SENATE AND LOST. TWO YEARS LATER, HE LOST
THE VICE PRESIDENTIAL NOMINATION. AT 49, HE RAN FOR SENATE AND LOST AGAIN.
• AT 51, HE WAS ELECTED THE PRESIDENT OF THE UNITED STATES OF AMERICA.
• THE MAN IN QUESTION: ABRAHAM LINCOLN."
• – AUTHOR UNKNOWN
193

LEADERSHIP SKILLS OF A
SALES MANAGER
• LEADERS ARE NOT BORN, LIKE DOCTORS AND
ENGINEERS LEADERSHIP SKILLS CAN BE BUILT.
• THE MODERN VIEW IS THAT THROUGH
PATIENCE, PERSISTENCE AND HARD WORK, YOU
CAN BE A HIGHLY EFFECTIVE LEADER.
194

SALES MANAGER
• WHO DO YOU CONSIDER TO BE A GOOD LEADER?
• A POLITICIAN, A FAMOUS BUSINESSPERSON, OR A
RELIGIOUS FIGURE.
• OR SOMEONE YOU KNOW PERSONALLY – LIKE
YOUR BOSS, A TEACHER, OR A FRIEND.
195

HOW GOOD ARE YOUR
LEADERSHIP SKILLS?
INSTRUCTIONS:
• FOR EACH STATEMENT, CLICK THE CIRCLE IN THE
COLUMN THAT BEST DESCRIBES YOU.
• PLEASE ANSWER QUESTIONS AS YOU ACTUALLY ARE
(RATHER THAN HOW YOU THINK YOU SHOULD BE).
196

SALES MANAGER
• THERE ARE MANY LEADERSHIP SKILLS AND
COMPETENCIES THAT, WHEN COMBINED
AND APPLIED, GO TOWARD MAKING YOU AN
EFFECTIVE LEADER.
• YOU HAVE THE ABILITY TO DEVELOP EACH OF
THESE SKILLS WITHIN YOURSELF.
197

SALES MANAGER
• PERSONAL CHARACTERISTICS
– SUCCESSFUL LEADERS TEND TO HAVE CERTAIN
TRAITS. TWO KEYS AREAS OF PERSONAL
GROWTH AND DEVELOPMENT SUCCESS:
– SELF-CONFIDENCE
– A POSITIVE ATTITUDE.
• SELF-CONFIDENT PEOPLE ARE INSPIRING, AND
PEOPLE LIKE TO BE AROUND INDIVIDUALS WHO
BELIEVE IN THEMSELVES AND WHAT THEY'RE DOING.
• BEING POSITIVE AND OPTIMISTIC, ITS MUCH EASIER
TO MOTIVATE PEOPLE TO DO THEIR BEST.
198

• SELF-CONFIDENCE
• BECOME AWARE OF ALL OF THE THINGS YOU'VE ALREADY
ACHIEVED.
• POSITIVE ATTITUDE AND OUTLOOK
• BEING POSITIVE IS MUCH MORE THAN PRESENTING A
HAPPY FACE TO THE WORLD: A STRONG SENSE OF
BALANCE, AND RECOGNIZE THAT SETBACKS AND
PROBLEMS HAPPEN – IT'S HOW YOU DEAL WITH THOSE
PROBLEMS THAT MAKES THE DIFFERENCE.
• POSITIVE PEOPLE APPROACH SITUATIONS REALISTICALLY.
• PREPARED TO MAKE THE CHANGES NECESSARY TO
OVERCOME A PROBLEM.
199

SALES MANAGER
• NEGATIVE PEOPLE OFTEN GIVE IN TO THE STRESS
AND PRESSURE OF THE SITUATION. THIS CAN LEAD
TO FEAR, WORRY, DISTRESS, ANGER AND FAILURE.
• STRESS MANAGEMENT TECHNIQUES, INCLUDING
GETTING ENOUGH REST, RELAXATION AND SLEEP
AS WELL AS PHYSICAL EXERCISE, ARE GREAT WAYS
OF GETTING RID OF NEGATIVE THOUGHTS AND
FEELINGS.
200

SALES MANAGER
• EMOTIONAL INTELLIGENCE (EQ)
• EQ IS THE ABILITY TO RECOGNIZE FEELINGS – YOUR
OWN AND THOSE OF OTHERS – AND MANAGE THOSE
EMOTIONS TO CREATE STRONG RELATIONSHIPS.
• EMPATHY IS ESSENTIAL FOR EMOTIONAL INTELLIGENCE,
AS IS COMMUNICATING EFFECTIVELY, AND PRACTICING
EMPATHIC LISTENING.
• THESE HELP YOU UNDERSTAND THE OTHER PERSON'S
PERSPECTIVE.
201

SALES MANAGER
• TRANSFORMATIONAL LEADERSHIP
A LEADERSHIP STYLE WHERE LEADERS CREATE AN
INSPIRING VISION OF THE FUTURE, MOTIVATE THEIR
FOLLOWERS TO ACHIEVE IT, MANAGE
IMPLEMENTATION SUCCESSFULLY, AND DEVELOP THE
MEMBERS OF THEIR TEAMS TO BE EVEN MORE
EFFECTIVE IN THE FUTURE.
202

SALES MANAGER
PROVIDING A COMPELLING VISION OF THE FUTURE:
CREATE A VISION OF THE FUTURE, AND TO PRESENT
THIS VISION IN A WAY THAT'S COMPELLING AND INSPIRING
TO THE PEOPLE YOU LEAD.
• HAVE A THOROUGH KNOWLEDGE OF THE AREA YOU'RE
OPERATING IN.
203

SALES MANAGER
MOTIVATING PEOPLE TO DELIVER THE VISION:
CONVINCE OTHERS TO ACCEPT THE OBJECTIVES
YOU'VE SET. EMPHASIZE TEAMWORK, AND RECOGNIZE THAT
WHEN PEOPLE WORK TOGETHER, THEY CAN ACHIEVE GREAT
THINGS.
• TO PROVIDE EFFECTIVE LEADERSHIP BY LINKING
PERFORMANCE AND TEAM GOALS, USE MANAGEMENT BY
OBJECTIVES (MBO) AND KEY PERFORMANCE INDICATORS
(KPIS).
204

• BEING A GOOD ROLE MODEL GOOD LEADERS LEAD BY EXAMPLE.
THEY "DO WHAT THEY SAY," AND "SAY WHAT THEY DO."
• LEADERS ARE TRUSTWORTHY, AND SHOW INTEGRITY.
• THEY GET INVOLVED IN THE DAILY WORK WHERE NEEDED, AND
THEY STAY IN TOUCH WITH WHAT'S HAPPENING THROUGHOUT
THE ORGANIZATION.
• GREAT LEADERS DON'T JUST SIT IN THEIR OFFICES AND GIVE
ORDERS; THEY DEMONSTRATE THE ACTIONS AND VALUES THAT
THEY EXPECT FROM THE TEAM.
• LEADING FROM THE FRONT BY DEVELOPING EXPERT POWER. A
LEADER CAN'T RELY ON POSITION ALONE: BY KEEPING CURRENT,
AND STAYING RELEVANT WITHIN THE ORGANIZATION, YOU'LL
INSPIRE PEOPLE BECAUSE YOU'RE WORTHY OF YOUR POWER
AND AUTHORITY, NOT JUST BECAUSE YOU'RE THE BOSS.!
205

• MANAGING PERFORMANCE EFFECTIVELY LEADERS MANAGE
PERFORMANCE BY SETTING THEIR EXPECTATIONS CLEARLY AND
CONCISELY.
• WHEN EVERYONE KNOWS WHAT'S EXPECTED, IT'S MUCH
EASIER TO GET HIGH PERFORMANCE.
• THERE'S LITTLE UNCERTAINTY, THEREFORE YOU CAN DEAL
WITH PERFORMANCE ISSUES QUICKLY.
• CREATE RULES, HELP THE TEAM UNDERSTAND WHY THE RULES
ARE THERE. INVOLVE THEM IN THE RULE-MAKING PROCESS,
AND MAKE SURE YOUR EXPECTATIONS ALIGN WITH THE
RESOURCES AND SUPPORT AVAILABLE.
• APPLY RULES FAIRLY AND CONSISTENTLY.
206

• PROVIDING SUPPORT AND STIMULATION DEVELOP YOUR
PEOPLE.
• TO BE HIGHLY MOTIVATED AT WORK, PEOPLE USUALLY NEED
MORE THAN A LIST OF TASKS TO BE COMPLETED EACH DAY.
THEY NEED CHALLENGES AND INTERESTING WORK. THEY NEED
TO DEVELOP THEIR SKILLS, AND FEEL SUPPORTED IN THEIR
EFFORTS TO DO A GOOD JOB.
• LOOK FOR OPPORTUNITIES TO MATCH PEOPLE WITH JOBS AND
RESPONSIBILITIES THAT WILL HELP THEM GROW AND DEVELOP.
• PERFORM TRAINING NEEDS ASSESSMENTS ON A REGULAR BASIS
TO DETERMINE WHAT YOUR TEAM NEEDS TO BE SUCCESSFUL.
REMEMBER THAT EMOTIONAL SUPPORT IS ALSO IMPORTANT.
207

CORE LEADERSHIP THEORIES
LEARNING THE FOUNDATIONS OF
LEADERSHIP
208

THE FOUNDATIONS OF LEADERSHIP
• WHY ARE SOME LEADERS SUCCESSFUL, WHILE
OTHERS FAIL?
• THERE IS NO "MAGIC COMBINATION" OF
CHARACTERISTICS THAT MAKES A LEADER
SUCCESSFUL, AND DIFFERENT CHARACTERISTICS
MATTER IN DIFFERENT CIRCUMSTANCES.
• VARIOUS APPROACHES TO LEADERSHIP, SO THAT
YOU CAN USE THE RIGHT APPROACH FOR YOUR
OWN SITUATION.
209

SINCE THE EARLY 20TH CENTURY, FOUR MAIN
GROUPS OF THEORIES HAVE EMERGED:
1. TRAIT THEORIES
2. BEHAVIORAL THEORIES
3. CONTINGENCY THEORIES
4. POWER & INFLUENCE THEORIES
210

1..TRAIT THEORIES – WHAT TYPE OF PERSON MAKES A GOOD LEADER?
• EFFECTIVE LEADERS SHARE A NUMBER OF COMMON PERSONALITY
CHARACTERISTICS, OR "TRAITS.“
• HELP US IDENTIFY TRAITS AND QUALITIES (FOR EXAMPLE,
INTEGRITY, EMPATHY, ASSERTIVENESS, GOOD DECISION-MAKING
SKILLS, AND LIKABILITY) THAT ARE HELPFUL WHEN LEADING
OTHERS.
• NONE OF THESE TRAITS, NOR ANY SPECIFIC COMBINATION OF
THEM, WILL GUARANTEE SUCCESS AS A LEADER.
• TRAITS ARE EXTERNAL BEHAVIORS THAT EMERGE FROM THE
THINGS GOING ON WITHIN OUR MINDS – AND IT'S THESE
INTERNAL BELIEFS AND PROCESSES THAT ARE IMPORTANT FOR
EFFECTIVE LEADERSHIP.
211

2. BEHAVIORAL THEORIES – WHAT DOES A GOOD LEADER DO?
• FOCUS ON HOW LEADERS BEHAVE. DO LEADERS DICTATE WHAT
NEEDS TO BE DONE AND EXPECT COOPERATION? OR DO THEY
INVOLVE THEIR TEAMS IN DECISION-MAKING TO ENCOURAGE
ACCEPTANCE AND SUPPORT?
• AUTOCRATIC LEADERS
• MAKE DECISIONS WITHOUT CONSULTING THEIR TEAMS.
• APPROPRIATE WHEN DECISIONS NEED TO BE MADE QUICKLY,
WHEN THERE'S NO NEED FOR INPUT, AND WHEN TEAM
AGREEMENT ISN'T NECESSARY FOR A SUCCESSFUL OUTCOME.
212

DEMOCRATIC LEADERS
• ALLOW THE TEAM TO PROVIDE INPUT BEFORE MAKING A DECISION,
ALTHOUGH THE DEGREE OF INPUT CAN VARY FROM LEADER TO LEADER.
• IMPORTANT WHEN TEAM AGREEMENT MATTERS, BUT IT CAN BE
DIFFICULT TO MANAGE WHEN THERE ARE LOTS OF DIFFERENT
PERSPECTIVES AND IDEAS.
LAISSEZ-FAIRE LEADERS
• DON'T INTERFERE; THEY ALLOW PEOPLE WITHIN THE TEAM TO MAKE
MANY OF THE DECISIONS.
• WORKS WELL WHEN THE TEAM IS HIGHLY CAPABLE, IS MOTIVATED, AND
DOESN'T NEED CLOSE SUPERVISION.
• THIS BEHAVIOR CAN ARISE BECAUSE THE LEADER IS LAZY OR DISTRACTED.
THIS IS WHERE THIS APPROACH CAN FAIL.THE BEST LEADERS ARE THOSE
WHO CAN USE MANY DIFFERENT BEHAVIORAL STYLES, AND CHOOSE THE
RIGHT STYLE FOR EACH SITUATION.
213

3. CONTINGENCY THEORIES – HOW DOES THE SITUATION
INFLUENCE GOOD LEADERSHIP?
• BEST LEADERSHIP STYLE DEPENDS ON THE SITUATION.
THESE THEORIES TRY TO PREDICT WHICH STYLE IS BEST IN
WHICH CIRCUMSTANCE.
• THE HERSEY-BLANCHARD SITUATIONAL LEADERSHIP
THEORY IS A POPULAR CONTINGENCY-BASED LEADERSHIP
FRAMEWORK, WHICH LINKS LEADERSHIP STYLE WITH THE
MATURITY OF INDIVIDUAL MEMBERS OF THE LEADER'S
TEAM.
214

4. POWER AND INFLUENCE THEORIES – WHAT IS THE SOURCE OF THE
LEADER'S POWER?
• DIFFERENT WAYS THAT LEADERS USE POWER AND INFLUENCE TO GET
THINGS DONE, AND THEY LOOK AT THE LEADERSHIP STYLES THAT EMERGE
AS A RESULT.
• THREE TYPES OF POSITIONAL POWER – LEGITIMATE, REWARD, AND
COERCIVE – AND TWO SOURCES OF PERSONAL POWER – EXPERT AND
REFERENT (YOUR PERSONAL APPEAL AND CHARM).
• USING PERSONAL POWER IS THE BETTER ALTERNATIVE, AND THAT YOU
SHOULD WORK ON BUILDING EXPERT POWER (THE POWER THAT COMES
WITH BEING A REAL EXPERT IN THE JOB) BECAUSE THIS IS THE MOST
LEGITIMATE SOURCE OF PERSONAL POWER.LEADING BY EXAMPLE IS
ANOTHER HIGHLY EFFECTIVE WAY OF INFLUENCING YOUR TEAM.
215

• TRANSFORMATIONAL LEADERSHIP IS THE BEST
LEADERSHIP STYLE TO USE IN BUSINESS.
• TRANSFORMATIONAL LEADERS SHOW INTEGRITY, AND
THEY KNOW HOW TO DEVELOP A ROBUST AND
INSPIRING VISION OF THE FUTURE.
• THEY MOTIVATE PEOPLE TO ACHIEVE THIS VISION, THEY
MANAGE ITS DELIVERY, AND THEY BUILD EVER
STRONGER AND MORE SUCCESSFUL TEAMS.
• YOU'LL OFTEN NEED TO ADAPT YOUR STYLE TO FIT A
SPECIFIC GROUP OR SITUATION.
216

THE LEADERSHIP MOTIVATION ASSESSMENT
HOW MOTIVATED ARE YOU TO LEAD?
217

HOW MOTIVATED ARE
YOU TO LEAD?
• THE FIRST AND MOST BASIC PREREQUISITE FOR
LEADERSHIP IS THE DESIRE TO LEAD.
• ARE YOU MOTIVATED TO LEAD?
• THIS ASSESSMENT HELPS YOU FIND THE ANSWER.
218

HOW MOTIVATED ARE
YOU TO LEAD?
• TO USE THIS TOOL, SHOW THE EXTENT TO WHICH YOU
AGREE OR DISAGREE WITH EACH OF THE FOLLOWING
STATEMENTS ON A SCALE RUNNING FROM 1
(STRONGLY DISAGREE) TO 5 (STRONGLY AGREE).
• FOR EACH STATEMENT, CLICK THE BUTTON IN THE
COLUMN THAT BEST DESCRIBES YOU. PLEASE ANSWER
QUESTIONS AS YOU ACTUALLY ARE (RATHER THAN
HOW YOU THINK YOU SHOULD BE.
219

ETHICAL LEADERSHIP
DOING THE RIGHT THING
220

• LEADERS DO THE RIGHT THING, AT THE RIGHT
TIME, FOR THE RIGHT REASONS.
• THEY PUT THEIR ETHICS BEFORE THE BOTTOM
LINE – AND AS A RESULT, THEY HAVE DEDICATED
TEAMS THAT WOULD DO ALMOST ANYTHING FOR
THEM.
221

• DEFINE YOUR ORGANIZATION'S VALUES
• TO LEAD YOUR TEAM WITH CHARACTER AND INTEGRITY, YOU MUST
SET AN EXAMPLE.? YOUR TEAM LOOKS TO YOU. TO BEGIN, YOU
MUST KNOW YOUR OWN VALUES AS WELL AS YOUR
ORGANIZATION'S VALUES.
• GOOD LEADERS FOLLOW THEIR PERSONAL VALUES AS WELL AS
ORGANIZATIONAL VALUES.
• SET THE TONE
• ESTABLISH CONSEQUENCES FOR TEAM MEMBERS WHO DON'T
FOLLOW CORPORATE VALUES. YOU NEED GOOD CONSEQUENCES.
SET UP SOME KIND OF REWARD SYSTEM FOR TEAM MEMBERS WHO
CONSISTENTLY ACT ACCORDING TO THE COMPANY VALUES.
• BY GETTING YOUR TEAM INTERESTED IN ETHICAL CONDUCT, YOU
COMMUNICATE HOW IMPORTANT THESE VALUES ARE TO BOTH YOU
AND YOUR ORGANIZATION. 222

• RECOGNIZE ETHICAL DILEMMAS
• IDENTIFY "TRIGGER" SITUATIONS :
– LIKE PURCHASING, HIRING, FIRING, PROMOTING, AND
CALCULATING BONUSES.
– YOU COULD MAKE A MISTAKE – WILL YOU ADMIT IT
TO YOUR BOSS, OR TRY TO COVER IT UP? OR YOU
COULD DISCOVER THAT A COLLEAGUE IS ACTING
UNETHICALLY – DO YOU PROTECT THE PERSON OR
TELL SOMEONE?
– MAKE THE RIGHT DECISIONS WHEN AND IF
SOMETHING ACTUALLY HAPPENS.
223

PREPARE IN ADVANCE :
– WHAT WOULD YOU DO IF YOU KNEW ONE OF YOUR COLLEAGUES
WAS ABOUT TO BE FIRED, BUT YOU WEREN'T LEGALLY ALLOWED TO
TELL HER?
– GET TO KNOW YOUR VALUES, AND IT CAN PREPARE YOU FOR THE
DECISIONS YOU MAY HAVE TO MAKE.
LISTEN TO YOUR "INNER VOICE"
– IF YOU FACE A SITUATION THAT MAKES YOU UNCOMFORTABLE, OR
GOES AGAINST ONE OF YOUR CORE VALUES OR BELIEFS, THEN MAKE
SURE THAT YOU STOP AND THINK THINGS THROUGH RATIONALLY.
REEVALUATE YOUR DECISION BEFORE YOU ACT :
– BEFORE YOU ACT ON A DECISION, ASK YOURSELF HOW YOU WOULD
FEEL IF YOUR ACTIONS WERE IN THE COMPANY NEWSLETTER OR ON
THE EVENING NEWS FOR EVERYONE TO SEE. WOULD YOU BE PROUD
OF WHAT YOU DID? IF NOT, THEN RECONSIDER YOUR DECISION.
224

WHEN IN DOUBT?
– CALM YOUR ANXIETY AND LOOK
LOGICALLY AT THE SITUATION, YOUR
INSTINCTS WILL OFTEN GUIDE YOU IN
THE RIGHT DIRECTION.
225

KEY POINTS:-
• ETHICAL LIVING – AND LEADING – TAKES COURAGE AND
CONVICTION. IT MEANS DOING THE RIGHT THING, EVEN
WHEN THE RIGHT THING ISN'T POPULAR OR EASY. BUT
WHEN YOU MAKE DECISIONS BASED ON YOUR CORE
VALUES, THEN YOU TELL THE WORLD THAT YOU CAN'T BE
BOUGHT – AND YOU LEAD YOUR TEAM BY EXAMPLE.
• ONCE YOU IDENTIFY YOUR COMPANY'S CORE VALUES AS
WELL AS YOUR OWN, YOU CAN START TO SET THE TONE
WITH YOUR TEAM AND YOUR ORGANIZATION. ACTIONS
ALWAYS SPEAK LOUDER THAN WORDS, SO MAKE SURE
YOU DO AS YOU WOULD WISH OTHERS TO DO.
226

PA
CATERORIES
BENCHMARK TIME
ALLOCATION
RESOURCES
ALLOCATION
ACHIEVERS 100% &
ABOVE
PSM/BM
TIME=LAST
PRIORITY
50%
PERFORMERS 80%-100% PSM / BM
TIME=1ST
PRIORITY
25%
STRUGGLERS 50%-80% PSM / BM
TIME=2ND
PRIORITY
20%
TROUBLERS LESS THAN
50%
PSM / BM
TIME=3RD
PRIORITY
5%
228

KEY ACCOUNT CUSTOMERS
MODEL
229

230
PA DR LIST KEY ACCOUNT CUSTOMERS MUST BE PART OF
WEEKLY VISIT PLAN
AND RECORD VISITS
IN SALES DYNAMICS
125 10 8 VISITS / MONTH
PSM DR LIST 10*4=40 4 VISITS / MONTH
BM DR LIST 40*3=120/2=60 2 VISITS / MONTH
PM/GPM/BUM/MM 60 VISIT / QUARTER
GMMS 60*5=300 VISIT / QUARTER

 FIVE FORMS OF POWER
231
 WHERE POWER COMES FROM IN THE
WORKPLACE?

WHERE POWER COMES FROM
IN THE WORKPLACE?
• LEADERSHIP AND POWER ARE CLOSELY LINKED. PEOPLE
TEND TO FOLLOW THOSE WHO ARE POWERFUL. AND
BECAUSE OTHERS FOLLOW, THE PERSON WITH POWER
LEADS.
• LEADERS HAVE POWER FOR DIFFERENT REASONS.
1. ALONE HAVE THE ABILITY TO GIVE YOU A BONUS OR A
RAISE.
2. CAN FIRE YOU, OR ASSIGN YOU TASKS YOU DON'T LIKE.
3. EXPERTS IN THEIR FIELDS, OR BECAUSE THEIR TEAM
MEMBERS ADMIRE THEM.
232

WHERE POWER COMES FROM IN
THE WORKPLACE?
• DO YOU RECOGNIZE THESE TYPES OF POWER IN
THOSE AROUND YOU – OR IN YOURSELF?
• HOW DOES POWER INFLUENCE THE WAY YOU
WORK AND LIVE YOUR LIFE?
233

WHERE POWER COMES FROM IN THE
WORKPLACE?
1. LEGITIMATE –COMES FROM THE BELIEF THAT A PERSON HAS THE
RIGHT TO MAKE DEMANDS, AND EXPECT COMPLIANCE AND
OBEDIENCE FROM OTHERS.
2. REWARD –RESULTS FROM ONE PERSON'S ABILITY TO COMPENSATE
ANOTHER FOR COMPLIANCE.
3. EXPERT –IS BASED ON A PERSON'S SUPERIOR SKILL AND
KNOWLEDGE.
4. REFERENT –RESULT OF A PERSON'S PERCEIVED ATTRACTIVENESS,
WORTHINESS, AND RIGHT TO RESPECT FROM OTHERS.
5. COERCIVE –COMES FROM THE BELIEF THAT A PERSON CAN PUNISH
OTHERS FOR NONCOMPLIANCE.
234

THE WORKPLACE?
IF YOU'RE AWARE OF THESE SOURCES OF POWER, YOU CAN;
A. BETTER UNDERSTAND WHY YOU'RE INFLUENCED
B. BY SOMEONE, AND DECIDE WHETHER YOU WANT TO
ACCEPT THE BASE OF POWER BEING USED.
C. RECOGNIZE YOUR OWN SOURCES OF POWER.
D. BUILD YOUR LEADERSHIP SKILLS BY USING AND
DEVELOPING YOUR OWN SOURCES OF POWER,
APPROPRIATELY, AND FOR BEST EFFECT. MOST
EFFECTIVE LEADERS USE MAINLY REFERENT AND EXPERT
POWER.
235

THE WORKPLACE?
• LEGITIMATE POWER
• A PRESIDENT, PRIME MINISTER, OR KING HAS POWER. SO DOES A CEO, A COO,
OR A MD.
• PEOPLE HOLDING FORMAL, OFFICIAL POSITIONS – OR JOB TITLES –HAVE POWER.
• SOCIAL HIERARCHIES, CULTURAL NORMS, AND ORGANIZATIONAL STRUCTURE
ALL PROVIDE THE BASIS FOR LEGITIMATE POWER.
• THIS TYPE OF POWER CAN BE UNPREDICTABLE AND UNSTABLE-IF YOU LOSE THE
TITLE OR POSITION, LEGITIMATE POWER CAN INSTANTLY DISAPPEAR – SINCE
OTHERS WERE INFLUENCED BY THE POSITION, NOT BY YOU.
• SCOPE OF POWER IS LIMITED TO SITUATIONS THAT OTHERS BELIEVE YOU HAVE A
RIGHT TO CONTROL.
• RELYING ON LEGITIMATE POWER AS YOUR ONLY WAY TO INFLUENCE OTHERS
ISN'T ENOUGH. TO BE A LEADER, YOU NEED MORE THAN THIS – IN FACT, YOU
MAY NOT NEED LEGITIMATE POWER AT ALL.
236

THE WORKPLACE?
• REWARD POWER
• GIVE OUT REWARDS, RAISES, PROMOTIONS, DESIRABLE ASSIGNMENTS,
TRAINING OPPORTUNITIES, AND EVEN SIMPLE COMPLIMENTS.
• YOU MAY NOT HAVE AS MUCH CONTROL OVER REWARDS AS YOU
NEED. SUPERVISORS DON'T HAVE COMPLETE CONTROL OVER SALARY
INCREASES, AND MANAGERS OFTEN CAN'T CONTROL PROMOTIONS
ALL BY THEMSELVES. EVEN A CEO NEEDS PERMISSION FROM THE
BOARD OF DIRECTORS FOR SOME ACTIONS.
• WHEN YOU USE UP AVAILABLE REWARDS, OR THE REWARDS DON'T
HAVE ENOUGH PERCEIVED VALUE TO OTHERS, POWER WEAKENSS.
• IF REWARDS ARE GIVEN FREQUENTLY, PEOPLE CAN BECOME FULL BY
THE REWARD, IT LOSES ITS EFFECTIVENESS.
237

THE WORKPLACE?
• COERCIVE POWER
• ALSO PROBLEMATIC, CAN BE SUBJECT TO ABUSE.CAUSES
UNHEALTHY BEHAVIOR AND DISSATISFACTION IN THE WORKPLACE.
• THREATS AND PUNISHMENT ARE COMMON TOOLS OF COERCION.
THREATENING SOMEONE WILL BE FIRED, DEMOTED, DENIED
PRIVILEGES, OR GIVEN UNDESIRABLE ASSIGNMENTS.
• YOUR POSITION MAY GIVE YOU THE CAPABILITY TO COERCE
OTHERS, IT DOESN'T AUTOMATICALLY MEAN THAT YOU HAVE THE
JUSTIFICATION TO DO SO.
• AS A LAST RESORT, YOU MAY SOMETIMES NEED TO PUNISH
PEOPLE, EXTENSIVE USE OF COERCIVE POWER IS RARELY
APPROPRIATE IN AN ORGANIZATIONAL SETTING.
238

THE WORKPLACE?
• EXPERT POWER
• KNOWLEDGE AND SKILLS THAT ENABLE YOU TO UNDERSTAND A
SITUATION, SUGGEST SOLUTIONS, USE SOLID JUDGMENT, AND
GENERALLY OUTPERFORM OTHERS, PEOPLE WILL LISTEN TO YOU.
• WHEN YOU DEMONSTRATE EXPERTISE, PEOPLE TEND TO TRUST
YOU AND RESPECT WHAT YOU SAY.
• AS AN EXPERT, YOUR IDEAS WILL HAVE MORE VALUE, AND
OTHERS WILL LOOK TO YOU FOR LEADERSHIP IN THAT AREA.
• CAN TAKE YOUR CONFIDENCE, DECISIVENESS, AND REPUTATION
FOR RATIONAL THINKING – AND EXPAND THEM TO OTHER
SUBJECTS AND ISSUES.
• IT DOESN'T REQUIRE POSITIONAL POWER, ONE OF THE BEST
WAYS TO IMPROVE YOUR LEADERSHIP SKILLS.
239

WHERE POWER COMES FROM IN THE WORKPLACE?
• REFERENT POWER
• CHARISMA, CHARM, ADMIRATION, OR APPEAL.
• REFERENT POWER COMES FROM ONE PERSON LIKING AND
RESPECTING ANOTHER, AND STRONGLY IDENTIFYING WITH
THAT PERSON IN SOME WAY.
• CELEBRITIES HAVE REFERENT POWER
• A BIG RESPONSIBILITY, BECAUSE YOU DON'T NECESSARILY HAVE
TO DO ANYTHING TO EARN IT. CAN BE ABUSED QUITE EASILY.
• RELYING ON REFERENT POWER ALONE IS NOT A GOOD
STRATEGY FOR A LEADER WHO WANTS LONGEVITY AND
RESPECT.
• WHEN COMBINED WITH OTHER SOURCES OF POWER, IT CAN
HELP ACHIEVE GREAT SUCCESS.
240

WHERE POWER COMES FROM IN THE
WORKPLACE?
• KEY POINTS
• ANYONE IS CAPABLE OF HOLDING POWER AND
INFLUENCING OTHERS
• YOU DON'T NEED TO HAVE AN IMPORTANT JOB
TITLE OR A BIG OFFICE.
• IF YOU RECOGNIZE THE DIFFERENT FORMS OF
POWER, YOU CAN AVOID BEING INFLUENCED BY
THOSE WHO USE THE LESS EFFECTIVE TYPES OF
POWER
• FOCUS ON DEVELOPING EXPERT AND EFERENT
POWER FOR YOURSELF.
241

EXPERT POWER
LEAD FROM THE FRONT
242

LEAD FROM THE FRONT-EXPERT POWER
• THREE TYPES OF POSITIVE POWER THAT EFFECTIVE LEADERS USE:
CHARISMATIC POWER, EXPERT POWER AND REFERENT POWER.
• EXPERT POWER IS ESSENTIAL AS A LEADER, TEAM LOOKS TO YOU FOR
DIRECTION AND GUIDANCE.
• TEAM MEMBERS NEED TO BELIEVE IN YOUR ABILITY TO SET A
WORTHWHILE DIRECTION, GIVE SOUND GUIDANCE AND CO-ORDINATE
A GOOD RESULT.
• IF YOUR TEAM PERCEIVES YOU AS A TRUE EXPERT, THEY WILL BE
MUCH MORE RECEPTIVE WHEN YOU TRY TO EXERCISE INFLUENCE
TACTICS SUCH AS RATIONAL PERSUASION AND INSPIRATIONAL APPEAL.
• IF YOUR TEAM MEMBERS RESPECT YOUR EXPERTISE, THEY'LL KNOW
THAT YOU CAN SHOW THEM HOW TO WORK EFFECTIVELY.
243

TAKEN TOGETHER, IF YOUR TEAM
SEES YOU AS AN EXPERT, YOU WILL
FIND IT MUCH EASIER TO MOTIVATE
TEAM MEMBERS TO PERFORM AT
THEIR BEST.
LEAD FROM THE
FRONT-EXPERT POWER
244

• HOW DO YOU BUILD EXPERT POWER?
1. GAIN EXPERTISE: – GAIN EXPERTISE.
• BEING AN EXPERT ISN'T ENOUGH, IT IS ALSO NECESSARY FOR YOUR TEAM
MEMBERS TO RECOGNIZE YOUR EXPERTISE AND SEE YOU TO BE A
CREDIBLE SOURCE OF INFORMATION AND ADVICE.
2. PROMOTE AN IMAGE OF EXPERTISE: PERCEIVED EXPERTISE IS
ASSOCIATED WITH A PERSON'S EDUCATION AND EXPERIENCE,
• MAKE SURE THAT SUBORDINATES, PEERS, AND SUPERIORS ARE AWARE
FORMAL EDUCATION, RELEVANT WORK EXPERIENCE, AND SIGNIFICANT
ACCOMPLISHMENTS.
• DISPLAY DIPLOMAS, LICENSES, AWARDS, AND OTHER EVIDENCE OF
EXPERTISE IN A PROMINENT LOCATION IN ONE'S OFFICE .
• MAKE SUBTLE REFERENCES TO PRIOR EDUCATION OR EXPERIENCE (E.G.,
"WHEN I WAS SALES MANAGER AT GE, WE HAD A PROBLEM SIMILAR TO
THIS ONE").
245

3. MAINTAIN CREDIBILITY: ONCE ESTABLISHED, ONE'S IMAGE OF EXPERTISE
SHOULD BE CAREFULLY PROTECTED.
• AVOID MAKING CARELESS COMMENTS ABOUT SUBJECTS ON WHICH YOU
ARE POORLY INFORMED, AND SHOULD AVOID BEING ASSOCIATED WITH
PROJECTS WITH A LOW LIKELIHOOD OF SUCCESS.
4. ACT CONFIDENTLY AND DECISIVELY IN A CRISIS: IN A CRISIS OR
EMERGENCY, SUBORDINATES PREFER A "TAKE CHARGE" LEADER WHO
APPEARS TO KNOW HOW TO DIRECT IN COPING WITH THE PROBLEM.
• EVEN IF THE LEADER IS NOT SURE OF THE BEST WAY TO DEAL WITH A
CRISIS, TO EXPRESS DOUBTS OR APPEAR CONFUSED RISKS THE LOSS OF
INFLUENCE OVER SUBORDINATES.
5. KEEP INFORMED: EXPERT POWER IS EXERCISED THROUGH RATIONAL
PERSUASION AND DEMONSTRATION OF EXPERTISE.
• RATIONAL PERSUASION DEPENDS ON A FIRM GRASP OF UP-TO-DATE FACTS.
• ESSENTIAL FOR A LEADER TO KEEP WELL-INFORMED OF DEVELOPMENTS
WITHIN THE TEAM, WITHIN THE ORGANIZATION, AND IN THE OUTSIDE
WORLD.
246

6. RECOGNIZE SUBORDINATE CONCERNS: LISTEN
CAREFULLY TO THE CONCERNS AND UNCERTAINTIES
OF TEAM MEMBERS, AND MAKE SURE THAT THEY
ADDRESS THESE IN MAKING A PERSUASIVE APPEAL.
7.AVOID THREATENING THE SELF-ESTEEM OF
SUBORDINATES:
• TEAM MEMBERS CAN DISLIKE UNFAVORABLE STATUS
COMPARISONS WHERE THE GAP IS VERY LARGE AND
OBVIOUS.
• SUBORDINATES LIKELY TO BE UPSET BY A LEADER WHO
ACTS IN A SUPERIOR WAY, AND ARROGANTLY SHOWS
OFF HIS GREATER EXPERTISE.
247

SITUATIONAL LEADERSHIP -CHOOSING THE RIGHT
LEADERSHIP STYLE FOR THE RIGHT PEOPLE
248

CHOOSING THE RIGHT LEADERSHIP
STYLE FOR THE RIGHT PEOPLE
• YOU'VE JUST FINISHED TRAINING THE NEWEST MEMBER OF
YOUR TEAM. NOW THAT HE'S READY TO START WORKING, YOU
GIVE HIM THE DATA THAT YOU NEED HIM TO ENTER INTO THE
COMPANY'S DATABASE, AND THEN YOU HURRY OFF TO A
MEETING.
• WHEN YOU RETURN LATER THAT AFTERNOON, YOU'RE
DISAPPOINTED TO FIND THAT HE HASN'T DONE ANYTHING. HE
DIDN'T KNOW WHAT TO DO, AND HE DIDN'T HAVE THE
CONFIDENCE TO ASK FOR HELP. AS A RESULT, HOURS HAVE BEEN
LOST, AND NOW YOU HAVE TO RUSH TO ENTER THE DATA ON
TIME.
1. WHO IS TO BLAME?
2. HOW CAN YOU AVOID SITUATIONS LIKE THIS?
249

• INSTEAD OF USING JUST ONE STYLE, SUCCESSFUL
LEADERS SHOULD CHANGE THEIR LEADERSHIP STYLES
BASED ON THE MATURITY OF THE PEOPLE THEY'RE
LEADING AND THE DETAILS OF THE TASK.
• LEADERS SHOULD BE ABLE TO PLACE MORE OR LESS
EMPHASIS ON THE TASK, AND MORE OR LESS EMPHASIS
ON THE RELATIONSHIPS WITH THE PEOPLE THEY'RE
LEADING, DEPENDING ON WHAT'S NEEDED TO GET THE
JOB DONE SUCCESSFULLY.
250

FOUR MAIN LEADERSHIP STYLES:
• TELLING (S1) – LEADERS TELL THEIR PEOPLE EXACTLY WHAT TO DO, AND
HOW TO DO IT.
• SELLING (S2) – LEADERS STILL PROVIDE INFORMATION AND DIRECTION,
BUT THERE'S MORE COMMUNICATION WITH FOLLOWERS. LEADERS "SELL"
THEIR MESSAGE TO GET THE TEAM ON BOARD.
• PARTICIPATING (S3) – LEADERS FOCUS MORE ON THE RELATIONSHIP AND
LESS ON DIRECTION. THE LEADER WORKS WITH THE TEAM, AND SHARES
DECISION-MAKING RESPONSIBILITIES.
• DELEGATING (S4) – LEADERS PASS MOST OF THE RESPONSIBILITY ONTO
THE FOLLOWER OR GROUP. THE LEADERS STILL MONITOR PROGRESS, BUT
THEY'RE LESS INVOLVED IN DECISIONS.
• STYLES S1 AND S2 ARE FOCUSED ON GETTING THE TASK DONE. STYLES S3
AND S4 ARE MORE CONCERNED WITH DEVELOPING TEAM MEMBERS'
ABILITIES TO WORK INDEPENDENTLY.
251

• MATURITY LEVELS
• KNOWING WHEN TO USE EACH STYLE IS LARGELY DEPENDENT ON THE
MATURITY OF THE PERSON OR GROUP YOU'RE LEADING.
FOUR DIFFERENT LEVELS:
• M1 – PEOPLE AT THIS LEVEL OF MATURITY ARE AT THE BOTTOM LEVEL
OF THE SCALE. THEY LACK THE KNOWLEDGE, SKILLS, OR CONFIDENCE
TO WORK ON THEIR OWN, AND THEY OFTEN NEED TO BE PUSHED TO
TAKE THE TASK ON.
• M2 – AT THIS LEVEL, FOLLOWERS MIGHT BE WILLING TO WORK ON THE
TASK, BUT THEY STILL DON'T HAVE THE SKILLS TO DO IT SUCCESSFULLY.
• M3 – HERE, FOLLOWERS ARE READY AND WILLING TO HELP WITH THE
TASK. THEY HAVE MORE SKILLS THAN THE M2 GROUP, BUT THEY'RE
STILL NOT CONFIDENT IN THEIR ABILITIES.
• M4 – THESE FOLLOWERS ARE ABLE TO WORK ON THEIR OWN. THEY
HAVE HIGH CONFIDENCE AND STRONG SKILLS, AND THEY'RE
COMMITTED TO THE TASK.
252

• YOU'RE ABOUT TO LEAVE FOR AN EXTENDED HOLIDAY, AND YOUR TASKS
WILL BE HANDLED BY AN EXPERIENCED COLLEAGUE. HE'S VERY FAMILIAR
WITH YOUR RESPONSIBILITIES, AND HE'S EXCITED TO DO THE JOB.
• INSTEAD OF TRUSTING HIS KNOWLEDGE AND SKILLS TO DO THE WORK,
YOU SPEND HOURS CREATING A DETAILED LIST OF TASKS FOR WHICH
HE'LL BE RESPONSIBLE, AND INSTRUCTIONS ON HOW TO DO THEM.
THE RESULT?
• YOUR WORK GETS DONE, BUT YOU'VE DAMAGED THE RELATIONSHIP
WITH YOUR COLLEAGUE BY YOUR LACK OF TRUST. HE WAS AN M4 IN
MATURITY, AND YET YOU USED AN S1 LEADERSHIP STYLE INSTEAD OF AN
S4, WHICH WOULD HAVE BEEN MORE APPROPRIATE.
CHOOSING THE RIGHT LEADERSHIP STYLE
FOR THE RIGHT PEOPLE
253

• YOU'VE JUST BEEN PUT IN CHARGE OF LEADING A NEW TEAM.
IT'S YOUR FIRST TIME WORKING WITH THESE PEOPLE. AS FAR
AS YOU CAN TELL, THEY HAVE SOME OF THE NECESSARY
SKILLS TO REACH THE DEPARTMENT'S GOALS, BUT NOT ALL
OF THEM. THE GOOD NEWS IS THAT THEY'RE EXCITED AND
WILLING TO DO THE WORK.
• YOU ESTIMATE THEY'RE AT AN M3 MATURITY LEVEL, SO YOU
USE THE MATCHING S3 LEADERSHIP STYLE. YOU COACH THEM
THROUGH THE PROJECT'S GOALS, PUSHING AND TEACHING
WHERE NECESSARY, BUT LARGELY LEAVING THEM TO MAKE
THEIR OWN DECISIONS.
THE RESULT?
254

• KEY POINTS
• ALL TEAMS, AND ALL TEAM MEMBERS, AREN'T CREATED
EQUAL.
• LEADERS ARE MORE EFFECTIVE WHEN THEY USE A
LEADERSHIP STYLE BASED ON THE INDIVIDUALS OR GROUPS
THEY'RE LEADING.
• START BY IDENTIFYING WHOM YOU'RE LEADING.
• ARE YOUR FOLLOWERS KNOWLEDGEABLE ABOUT THE TASK?
ARE THEY WILLING AND EXCITED TO DO THE WORK? RATE
THEM ON THE M1-M4 MATURITY SCALE, AND THEN USE THE
LEADERSHIP STYLE THAT'S APPROPRIATE FOR THAT RATING.
255

DIFFERENT STROKES
FOR DIFFERENT SUBORDINATES
256

COMPETENCE AND COMMITMENT
COMPETENCE / ABILITY :
RELEVANT EDUCATION, KNOWLEDGE AND SKILLS
NEEDED TO DO A SPECIFIC JOB-RELATED TASK.
• COMMITMENT :
WILLINGNESS TO ACCEPT THE TASK AND HAVING
NEEDED CONFIDENCE TO DO A SPECIFIC JOB-
REALTED TASK.
257

SUB ORDINATE’S FOUR TASK-RELEVANT
DEVELOPMENT OR READINESS LEVELS
DEVELOPMET OR READINESS LEVEL WITH RESPECT TO A
SPECIFIC TASK, IS A COMBINATION OF COMPETENCE AND
COMMITMENT.
258
HIGH
COMPTENCE
HIGH
COMMITMENT
HIGH
COMPETENCE
VARIABLE
COMMITMENT
SOME
COMPETENCE
SOME
COMMITMENT
LOW
COMPETENCE
LOW
COMMITMENT
D4 / R4 D3 /R3 D2 / R2 D1 / R1
DEVELOPED DEVELOPING

EMPLOYEE ANALYSIS
• KASHIF IS A NEW EMPLOYEE IN YOUR TEAM. HE HAS BEEN
ANXIOUS TO JOIN YOU FOR A LONG TIME BUT THIS
POSITION OPENED UP RECENTLY. HE HAS LITTLE JOB-
RELATED SKILLS.
_________________ COMPETENCE
_________________ COMMITMENT
_________________ DEVELOPMENT LEVEL
259

EMPLOYEE ANALYSIS
• SHAHID, IS A SENIOR MEMBER OF YOUR TEAM, WORKS
WELL ON HIS OWN. HE KNOWS JUST WHAT TO DO AT THE
RIGHT TIME. HE HELPS OTHERS LEARN AND ADDS TO THE
SUCCESS OF THE TEAM.
_______________ COMPETENCE
_______________ COMMITMENT
_______________ DEVELOPMENT LEVEL
260

EMPLOYEE ANALYSIS
• AMIR HAS WORKED WITH YOU FOR SIX MONTHS. HE IS ABLE
TO DO SOME JOB-RELATED TASKS WELL BUT SEEMS TO BE
WEEK ON OTHER JOB-RELATED TASKS. HE FEELS THAT HE IS
NOT LEARNING THE TOTAL JOB QUICKLY ENOUGH.
________________ COMPETENCE
________________ COMMITMENT
________________ DEVELOPMENT LEVEL
261

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