LEADERSHIP

CH 9 Dalrymple’s Sales Management

1. Leadership
2. Effective Leadership Style
3. Team Building
4. Coaching
5. Sales Meeting
6. Salesforce Personnel Issues
 1. LEADERSHIP
 What is Leadership
 Leadership is defined as the ability to
influence and inspire the action of people to
accomplish worthwhile goals

 Leaders inspire trust and loyalty and they

understand how to direct the talents of others
toward achieving important objectives
 SKILL OF EFFECTIVE LEADER

 Empowerment
• A leader’s ability to share power with others by
involving them in setting objectives and planning
 Intuition
• The ability to anticipate change and take a risks.
Although experience helps to develop a sense of
intuition, inexperience sales managers can build a
sense of intuition by actively seeking information
from customers, salespeople, sales support
personnel, company records, and any other source
that could serve their ultimate purpose
 Skill of Effective Leader
 Self-understanding
• A willingness to receive and understand both
positive and negative feed-back from others,
including subordinate.
 Vision
• The ability to conceive what may affect a business
in the future and what changes are needed for it to
prosper
 Value congruence
• A skill achieve when everyone in the organization
is striving for the same business objectives.
 Using Power Effectively
 Power is the ability to influence the behavior
of others. Effective sales managers know how
to use it to get salespeople committed to
meeting the manager’s expectation.
 5 Types of Power
 Legitimate Power
 Reward power
 Coercive Power
 Referent power
 Expertise power
 5 Types of Power
 Legitimate power
 Based on manager’s power in organization.
Salespeople put extra effort behind products
that a sales manager has targeted for a
special promotion because they think the
manager has a right to expect this effort
 Reward power
 Relies on a leader’s ability to reward
subordinates for outcomes that they value
 5 Types of Power
 Coercive Power
 Leads to complience due to fear of
punishment. Salespeople who believe that
they could be fired will spend extra time
prospecting for new customers.
 Referent power
 The leader’s influence on others because of
friendship with the leader.
 Expertise power
• Based on the perception that manager has special
knowledge usually based on past success
 2. Effective Leadership Styles

 Leadership Style
• Define as pattern of behaviors that other perceive
you to use when trying to influence their behavior
 Situasional Leadership based on 2
characteristics : directive and supportive
behavior.
• Directive behavior is the extent to which a leader
engages in one way communication spelling out
what, where when and how to do it.
• Supportive behavior is the extent to which a leader
engages in 2 way communication involving listening
and providing support and encouragement
 4 Leadership Styles

High

Supporting Selling
Supportive Behavior

Delegating Telling

Low

Low Directive Behavior High

 Leadership Style
 Supporting
 Sales Manager’s role is to provide
recognition, to listen actively and to facilitate
problem solving by supporting the
salesperson’s effort to use what they have
learned
 Selling
 Manager provides high supporting behaviors
and also high directive behaviors, tend to
provide a great deal of direction with their own
ideas, but they solicit salespeople’s ideas.
 Leadership Style
 Delegating
 The interaction between manager and
salespeople is to reach agreement on the
cause of a problem, but control how to deal
with the problem is left to the salesperson
 Telling
 Managers tell a salesperson what, when, how
and where to do various task. Identifying the
problem and stating how the salesperson will
accomplish the goal are initiated by the
manager.
 3. Team Building

 Teamwork in sales organizations has become

much more important in recent years because of
changing environments and requirement,
changing technology, globalization of customers
and competitors as well as an increased
emphasis on relationship marketing
 Empowering team members and sharing
leadership will increased the collective ability of
the team which, in turn, increased the teams’s
effectiveness
Team Building

Activities

Norms Interaction

Sentiments

Internal Systems of a Group

 4. Coaching
 A sequence of conversations and activities
that provides ongoing feedback and
encouragement to a salesperson or sales
team member with the goal of improving that
person’s performance
 It consists of three basic components :
1. Positive feedback
2. Role-modeling
3. Trust
 Coaching (cont)

 Positif Feedback
 To provide effective and useful feedback, it is
important to be aware of sales forced
behavior that detract from sales effectiveness
• Planning : include setting territory and call objectives, routing
of sales calls and use of time
• Attitude : includes the attitude toward products, specific
customers, the company, the salesperson’s career.
Company program and company policy
• Knowledge. Includes product-related, customer business and
specific industry issues, competition, territory, company and
policies
• Selling skills. Includes prospecting, selling steps, handling
objectives, buying-center roles, negotiating skills.
 Coaching (cont)

 Role-Modelling
 Role-modelling is achieved when a salesperson
perceived a sales manager’s behavior as being
consistent with both the sales manager’s value
and the organizational goals
 Trust
 In order for a sales force to trust a sales coach,
they must respect and have confidence in the
manager’s integrity, reliability and competency.
 5. Sales Meeting

 Sales meeting is a common method for

motivating and communicating with the sales
team
 3 key factors should organized in a sales
meeting :
• Meeting objectives
• Budgets
• Location and timing
– Local Sales Meeting
– Regional Sales Meeting
– National Sales Meeting
 Sales Meeting (cont)

 Common Problem
 Interest
• The most damning outcome of a sales meeting is when
participants find it boring and waste of time
 Participation
• Common complaint is that salespeople spent most of
their time listening and do not get a chance to participate
and interact with management
 Follow-up
• Information provided during salesmeeting should be
checked by reminder letter or local manager to ensure
that the information is being used by salespeople
 6. Sales Force Personnel Issues

 Plateauing
 Occurs when people stop growing as sales
professionals
 Termination of Employment
 Termination of emplyment should be
considered an option of last resort
 Sexual Harassment
 Women occupy about 24% of all sales
position. Many sales jobs place people in a
position where sexual harassment is possible
THANK YOU