Sales Management 11

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Sales Management 11

• Sales Management Leadership and Supervision

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Leadership

• Using influence with other people through
  communication to achieve goals/objectives.
• Like moving a rope easier to pull than push.
• Dwight D. Eisenhower

FOLLOW ME!!
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Supervision

• Routine, Day-to-Day control
• PART of Leadership, not all of it

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Variables Related to Performance and Job
Satisfaction

• Task-Specific Self-Esteem
• Linked to improved performance and job
  satisfaction
• Organizational Commitment
• A psychological bond to the organization
• Demonstrated by behavior over time
• Formalization
• The extent to which work activity is directed by
  rules, regulations, commitment
• Work Alienation
• Psychological separation from the activities of
  the job
• Job Involvement
• Strong attachment of the salespeople to the job
  itself

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LEADERSHIP

• "Our chief want is someone who will inspire us
  to be what we know we could be."
• Ralph Waldo Emerson (1803 - 1882)American writer
  and activist

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Three Leadership Models

• Leader-Member Exchange (LMX)
• a) Manager and Salesperson influence each other
• b) Unique relationships with each dyad
• Transformational Leadership
• Leaders charismatic, inspirational, mission
  driven
• Change Agent new ideas, new methods
• Behavioral Self-Management (BSM)
• Self-Imposed planning, behavior, evaluation,
  rewards punishment.
• Salespeople can work w/o constant supervision,
  more enthusiastic by being in control

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Factors Affecting Sales Managers Leadership
Effectiveness

1. Power Manager/salespeople/others
2. Situational
3. Needs wants of salespeople
4. Goals Objectives of Salespeople/Company
5. Managers Leadership Skills

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Power

• Expert Power Knowledge Based
• Referent Power Similarity, Friend, Role-Model
• Legitimate Power Role, Position
• Reward Power Ability to give reward for action
• Coercive Power Ability to remove rewards or to
  punish for wrong action/inaction.
• Power is in the eye of the beholder.

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Situational Factors

• Traits Personality traits of an effective
  leader
• Behavior Behaviors associated with an effective
  leader
• Contingency Interaction between situational and
  other factors
• Situational Factors Time constraints, the
  nature of the task, and the history and norms of
  the organization

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Needs Wants of Salespeople

• Important if not using coercive power
• Each person has unique in needs
• Some respond to
• Some to praise
• Some to challenge
• Although difficult, try to meet individual needs
• May be limited by span of control

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Goals and Objectives

• Life is easier if salespeoples needs align with
  organizations goals and objectives
• Can learn what salespeople want by asking
• Workshops, interviews, surveys
• Discover their long and short term goals
• Show how individual goals can be achieved by
  pursuing company goals

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Leadership Skills

• Anticipation/Seeking Feedback, MBWA
• Diagnostic Skills Problem vs. Symptoms
• Selection/Matching Use right tool _at_ right time
• Communication
• Influence Strategies Threats, Promises,
  Persuasion, Relationships, and Manipulation
• Communication Mechanisms Phone, Fax, Memo,
  Report, Intranet, Email, List-Serve, Cell, Voice
  Mail, etc.

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Coaching Ethics

• Coaching
• Role Model/Development
• Outcome and Cognitive Feedback
• Meeting Ethical/Moral Responsibilities
• Immoral, Amoral, Moral Management
• (See Exhibit 7.5, pg. 197)

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Coaching
The continuous development of salespeople through
supervisory feedback and role modeling.
Suggestions for affective coaching include

• Take a we approach
• Address only one or two problems at a time
• Dont focus on criticizing poor performance,
  reinforce good performance
• Foster involvement
• Recognize differences in salespeople and coach
  accordingly
• Coordinate coaching with more formal sales
  training
• Encourage continual growth and improvement
• Insist salespeople evaluate themselves
• Obtain agreement with respect to punishments and
  rewards
• Keep good records

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Approaches to Management Ethics I

• Immoral Management
• Intentional and consistent management activity
  conflicting with what is moral (ethical).
• Exploits opportunities for corporate gain. Cuts
  corners when it appears useful.
• Seeks profitability and organizational success at
  any price.
• Selfish. Management cares only about its or the
  companys gain.

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Approaches to Management Ethics II

• Amoral Management
• Management activity that is neither consistently
  moral or immoral . . . Decisions lie outside the
  sphere to which moral judgments apply.
• Give managers free rein. Personal ethics may
  apply but only if managers choose. Respond to
  legal mandates if caught and required to do so.
• Seeks profitability. Other goals are not
  considered.
• Well-Intentioned but selfish in the sense that
  impact on others is not considered.

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Approaches to Management Ethics III

• Moral Management
• Management activity conforms to a standard of
  ethical or moral behavior.
• Live by sound ethical standards. Assume
  leadership position when ethical dilemmas arise.
  Enlightened self-interest.
• Seeks profitability within the confines of legal
  obedience and ethical standards
• Management wants to succeed but only within the
  confines of sound ethical precepts.

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Ethical Moral Responsibility

• Code of Ethics
• Personal
• Corporate
• Professional
• Societal
• Morally Questionable Managerial Acts
• Non Role Acts Cheating on expense report
• Role Failure Not acting as you should
• Role Distortion Bribery, Price Fixing

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Meeting Ethical andMoral Responsibilities
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Nonrole
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Role Failure
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Meeting Ethical andMoral Responsibilities
Type
Direct Effect
Examples
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Problems in Leadership

The Constant Criticizer
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Problems in Leadership

• Conflicts of Interest - Boundary Spanners _at_ Risk
• Chemical Abuse Affects professionalism
• Disruptive Personnel Jerks, Mavericks, Apathy
• Termination Unpleasant, but necessary _at_ Times
• Sexual Harassment Remarks, Comments, Threats,
  Jokes, Physical/Visual Actions, Innuendos
  (Currently 1/3 of all EEOC complaints are for
  sexual harassment.)

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