6e SM Module07

Sales Leadership, Management, and SupervisionModule Seven

IngramLaForgeAvilaSchwepker Jr.WilliamsProfessional Selling: A Trust-Based ApproachModule 7: Sales Leadership, Management, and Supervision

Learning ObjectivesDistinguish between sales force leadership, management, and supervision. Explain how the LMX model and leadership style approaches contribute to contemporary sales leadership. List of the six components of the sales leadership model. Discuss five bases of power that affect leadership.


Learning ObjectivesExplain five influential strategies used in leadership. Discuss issues related to coaching the sales force, holding integrative meetings, and practicing ethical management . Identify some of the problems encountered in leading and supervising a sales force.


Setting the StageWhat is the part of SAPs mission statement mentioned in the vignette? How does Bill McDermott build the best possible sales team? Sales Leadership: SAP America


Sales Leadership, Sales Management, and Sales Supervision


Contemporary Views ofSales LeadershipLeadership StyleTransactional leadershipTransformational LeadershipLeader-Member Exchange (LMX) ModelLeadership style is unique for each salesperson


Leadership Model for Sales Management


Power and Leadership Five types of power which may be present in interpersonal relationships:


Situational FactorsTrait Approach identify traits of an effective leaderBehavior Approach identify behaviors associated with effective leadershipContingency Approach leadership style is contingent upon situation


Needs and Wants of SalespeopleImportant when coercive power is not being utilizedRealize all needs and wants cannot be metNot all leadership directives need to be based on needs and wantsConsider each salesperson as a unique individual


Goals and ObjectivesLeadership is easier when personal goals and objectives of the salespeople are consistent with those of the organization.

Sales managers strive to seek balance and consistency between organizational goals and their salespeoples goals.


Leadership SkillsAnticipating and Seeking Feedback

Diagnostic

Selection and MatchingCommunication


Communication Skills:Influence StrategiesThreats (coercive power)Promises (reward power)Persuasion (expert or referent power)Relationships (referent or legitimate power)Manipulation


CoachingTake a we approachAddress only one or two problems at a timeDont focus on criticizing poor performance, reinforce good performanceFoster involvementRecognize differences in salespeople and coach accordinglyCoordinate coaching with more formal sales trainingEncourage continual growth and improvementInsist salespeople evaluate themselvesObtain agreement with respect to punishments and rewardsKeep good recordsThe continuous development of salespeople through supervisory feedback and role modeling. Suggestions for affective coaching include:


Planning and ConductingIntegrative MeetingsKeep technical presentations succinctUse visual aids and breakout discussion groupsKeep salespeople informed of corporate strategy and their role in itMinimize operations review


Planning and ConductingIntegrative MeetingsSet a humane schedule . . . allow time for sharing and adequate breaksSet and communicate the agendaAsk for input from the salespeopleGenerate excitement with contests and other rewards


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


Approaches to Management EthicsAmoral ManagementManagement 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.


Approaches to Management EthicsMoral ManagementManagement 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 standardsManagement wants to succeed but only within the confines of sound ethical precepts.


Meeting Ethical andMoral ResponsibilitiesSales managers should be aware of three particularly relevant types of unethical acts:

Nonrole

Role Failure

Role Distortion.


Meeting Ethical andMoral Responsibilities


Meeting Ethical andMoral ResponsibilitiesRole DistortionFor the firm Bribery Price fixing Manipulation of suppliers


Problems in LeadershipConflicts of InterestChemical Abuse and DependencyProblem Salespeople: A Disruptive InfluenceLone Wolf Corporate CitizensInstitutional StarsApatheticsTermination of EmploymentSexual Harassment

Answersto build a trusted partnership with each customer by delivering business solutions that create value and superior customer advantage. One approach he uses is to hold regular, company-wide, town hall-style meetings in which remote employees join via video link. He also e-mails employees on their birthdays and anniversaries, and uses several ways to acknowledge special effort. 267891011121415

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6e SM Module07