sales leadership, management, and supervision module seven
TRANSCRIPT
Sales Leadership, Management, and Supervision
Sales Leadership, Management, and Supervision
Module Seven
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 7:Sales Leadership, Management, and Supervision
Learning ObjectivesLearning Objectives
1. Distinguish between salesforce leadership, management, and supervision.
2. Explain how the LMX model and leadership style approaches contribute to contemporary sales leadership.
3. List of the six components of the sales leadership model.
4. Discuss five bases of power that affect leadership.
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 7:Sales Leadership, Management, and Supervision
Learning ObjectivesLearning Objectives
5. Explain five influential strategies used in leadership.
6. Discuss issues related to coaching the salesforce, holding integrative meetings, and practicing ethical management.
7. Identify some of the problems encountered in leading and supervising a salesforce.
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 7:Sales Leadership, Management, and Supervision
Setting the StageSetting the Stage
1. What is the part of SAP’s mission statement mentioned in the vignette?
2. How does Bill McDermott build the best possible sales team?
Sales Leadership: SAP America
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 7:Sales Leadership, Management, and Supervision
Sales Leadership, Sales Management, and Sales Supervision
Sales Leadership, Sales Management, and Sales Supervision
Sales Leadership:The ability to influence others to achieve common goals for the collective good of the sales organization and company.
Sales Management:Activities related to the planning, implementing, and controlling the sales function.
Sales Supervision:Activities related to working with sales subordinates on a day-to-day basis.
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 7:Sales Leadership, Management, and Supervision
Contemporary Views ofSales Leadership
Contemporary Views ofSales Leadership
• Leadership Style– Transactional leadership– Transformational Leadership
• Leader-Member Exchange (LMX) Model– Leadership style is unique for each
salesperson
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 7:Sales Leadership, Management, and Supervision
SituationTime ConstraintsNature of TasksHistory and Norms
NeedsSalespeopleOther People
LeadershipSkillsAnticipationDiagnosticSelectionCommunication- Influence Strategy- Communications Mechanisms
PowerSalespeopleOther People
PowerSales Manager
Goals &ObjectivesIndividualOrganizational
SalesManager’sLeadership
Effectiveness
Leadership Model for Sales Management Leadership Model for Sales Management
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 7:Sales Leadership, Management, and Supervision
Power and Leadership Power and Leadership
Referent Power
Legitimate Power
Reward Power
Coercive Power
Expert Power
Five types of power which may be present in interpersonal relationships:
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 7:Sales Leadership, Management, and Supervision
• Trait Approach – identify traits of an effective leader
• Behavior Approach – identify behaviors associated with effective leadership
• Contingency Approach – leadership style is contingent upon situation
Situational FactorsSituational Factors
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 7:Sales Leadership, Management, and Supervision
• Important when coercive power is not being utilized
• Realize all needs and wants cannot be met
• Not all leadership directives need to be based on needs and wants
• Consider each salesperson as a unique individual
Needs and Wants of SalespeopleNeeds and Wants of Salespeople
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 7:Sales Leadership, Management, and Supervision
• Leadership 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 salespeople’s goals.
Goals and ObjectivesGoals and Objectives
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 7:Sales Leadership, Management, and Supervision
• Anticipating and Seeking Feedback
• Diagnostic
• Selection and Matching
• Communication
Leadership SkillsLeadership Skills
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 7:Sales Leadership, Management, and Supervision
Communication Skills:Influence Strategies
Communication Skills:Influence Strategies
• Threats (coercive power)
• Promises (reward power)
• Persuasion (expert or referent power)
• Relationships (referent or legitimate power)
• Manipulation
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 7:Sales Leadership, Management, and Supervision
• Take a we approach• Address only one or two problems at a time• Don’t 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
CoachingCoaching
Coaching is the continuous development of salespeople through supervisory feedback and role modeling. Suggestions for effective coaching include:
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 7:Sales Leadership, Management, and Supervision
Planning and ConductingIntegrative Meetings
Planning and ConductingIntegrative Meetings
• Keep technical presentations succinct
• Use visual aids and breakout discussion groups
• Keep salespeople informed of corporate strategy and their role in it
• Minimize operations review
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 7:Sales Leadership, Management, and Supervision
Planning and ConductingIntegrative Meetings
Planning and ConductingIntegrative Meetings
• Set a humane schedule . . . allow time for sharing and adequate breaks
• Set and communicate the agenda
• Ask for input from the salespeople
• Generate excitement with contests and other rewards
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 7:Sales Leadership, Management, and Supervision
Approaches to Management EthicsApproaches to Management Ethics
Immoral Management– Intentional 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 company’s gain.
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 7:Sales Leadership, Management, and Supervision
Approaches to Management EthicsApproaches to Management Ethics
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.
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 7:Sales Leadership, Management, and Supervision
Approaches to Management EthicsApproaches to Management Ethics
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.
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 7:Sales Leadership, Management, and Supervision
Meeting Ethical andMoral ResponsibilitiesMeeting Ethical and
Moral Responsibilities
Sales managers should be aware of three particularly relevant types of unethical acts:
1. Nonrole
2. Role Failure
3. Role Distortion
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 7:Sales Leadership, Management, and Supervision
Meeting Ethical andMoral ResponsibilitiesMeeting Ethical and
Moral Responsibilities
Nonrole Against the firm• Expense account cheating• Embezzlement• Stealing supplies
Type Direct Effect Examples
Role Failure Against the firm
• Superficial performance appraisal
• Not confronting expense account cheating
• Palming off a poor performer with inflated praise
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 7:Sales Leadership, Management, and Supervision
Type Direct Effect Examples
Meeting Ethical andMoral ResponsibilitiesMeeting Ethical and
Moral Responsibilities
Role Distortion For the firm• Bribery• Price fixing• Manipulation of suppliers
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 7:Sales Leadership, Management, and Supervision
Problems in LeadershipProblems in Leadership
• Conflicts of Interest• Chemical Abuse and Dependency• Problem Salespeople
– Lone Wolf – Corporate Citizens– Apathetics
• Termination of Employment• Sexual Harassment