Sales Leadership, Management, and Supervision

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Sales Leadership, Management, and Supervision

• Module Seven

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Learning 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.

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Learning Objectives

1. Explain five influential strategies used in
   leadership.
2. Discuss issues related to coaching the
   salesforce, holding integrative meetings, and
   practicing ethical management.
3. Identify some of the problems encountered in
   leading and supervising a salesforce.

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Setting the Stage
Sales Leadership SAP America

1. What is the part of SAPs mission statement
   mentioned in the vignette?
2. How does Bill McDermott build the best possible
   sales team?

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Sales Leadership, Sales Management, and Sales
Supervision
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Contemporary Views ofSales Leadership

• Leadership Style
• Transactional leadership
• Transformational Leadership
• Leader-Member Exchange (LMX) Model
• Leadership style is unique for each salesperson

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Leadership Model for Sales Management
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Power and Leadership

• Five types of power which may be present in
  interpersonal relationships

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Situational Factors

• Trait Approach identify traits of an effective
  leader
• Behavior Approach identify behaviors associated
  with effective leadership
• Contingency Approach leadership style is
  contingent upon situation

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Needs and Wants of Salespeople

• 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

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Goals and Objectives

• 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 salespeoples goals.

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Leadership Skills

• Anticipating and Seeking Feedback
• Diagnostic
• Selection and Matching
• Communication

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Communication SkillsInfluence Strategies

• Threats (coercive power)
• Promises (reward power)
• Persuasion (expert or referent power)
• Relationships (referent or legitimate power)
• Manipulation

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Coaching
Coaching is the continuous development of
salespeople through supervisory feedback and role
modeling. Suggestions for effective 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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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

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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

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Approaches 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
  companys gain.

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Approaches 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.

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Approaches 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.

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Meeting Ethical andMoral Responsibilities

• Sales managers should be aware of three
  particularly relevant types of unethical acts
• Nonrole
• Role Failure
• Role Distortion

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Meeting Ethical andMoral Responsibilities
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Meeting Ethical andMoral Responsibilities

• Bribery
• Price fixing
• Manipulation of suppliers

Role Distortion
For the firm
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Problems in Leadership

• Conflicts of Interest
• Chemical Abuse and Dependency
• Problem Salespeople
• Lone Wolf
• Corporate Citizens
• Apathetics
• Termination of Employment
• Sexual Harassment