LEADERSHIP. Professor Chip Besio Sales Management Marketing 3345. Skills Power Styles Empowerment Vision Legitimate Directing Intuition Value Congruence Coercive Coaching Self-understanding Referent Supporting Expert Delegating. Sales Manager.
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Professor Chip Besio
Empowerment Vision Legitimate Directing
Intuition Value Congruence Coercive Coaching
Self-understanding Referent Supporting
Leadership Factors in Sales Management
Relationship with manager
TellingSituational Leadership: Follower Maturity and Leadership Styles
To find out to what degree you like change, use the following scale
in responding to the following eighteen statements. There is no right
or wrong answer. Rather, the intent is to help you explore your
attitudes toward change.
SA = Strongly Agree
A = Agree
? = Undecided
D = Disagree
SD = Strongly Disagree
Give yourself the following points for each circled response.
SA = 5 points
A = 4 points
? = 3 points
D = 2 points
SD = 1 point
You are the boss with the title, rank, experience,and all the accountability that comes with the job. You have the feeling that your salespeople are not following many of your orders. You wonder if you are becoming paranoid. Although you are the formal leader, an informal leader has emerged. It’s Jose Guerrilla.
Deliberately or not, he has become influential, even playing amore dominant role than you. Jose is one of your top salespeople, but is behaving like an underground rebel. The group’s overall performance is quickly dropping. Is there a connection?
You must correct the situation soon. You do not want to lose Jose, he is a valuable salesperson, besides you really like Jose. Ground rule #1, you have got to turn the situation around. Why did an informal leader
emerge? How do you handle Jose? What can you do to prevent this from reoccurring?
1) Get the group together and remind them that you are the boss. Tell them like it or not the ignoring of your orders must and will stop.
2) Take Jose aside and tell him you “appreciate” the “help” in managing the group. Tell Jose that by pulling together, you can make the situation work out right for everyone.
3) Let nature take its course. Sit back and let Jose make a big mistake that will cause him to lose favor with the group.
4) Take time to get to know Jose. When you know his career objectives you will probably find that he is not after your job. Use Jose to make your communications between yourself and the group more efficient.
5) Talk to each member of the sales team separately. Let them know that you know what is going on and that it is tantamount to insubordination.
1.You should try to sell an idea to the "natural" leaders first.
2.Thoroughly explaining the reasons for a change will invariably turn resistance into cooperation.
3.Getting to know your people well is one of the best ways to obtain control over their resistance to change.
4.It's usually better to hold a meeting to address the entire sales force about a change that will affect them.
5.You should inform your sales force as far in advance as possible about changes that will affect them.
6.When you propose a program or an idea, you are unlikely to encounter resistance except on the most important issues involved.
Situation Important Points
Prior to 1. Who is being called on?
Sales 2. What happened last time?
Call 3. Objective of call?
4. Objections may arise?
5. How to handle objections? 6. Who are key players?
7. Developmental points last call?
Situation Important Points
During the 1. Let salesperson control call.
Sales Call 2. Answer necessary questions briefly.
After the 1. Ask for self-evaluation.
Sales 2. Reinforce positive behavior.
Call 3. Suggest effective responses.
4. Keep records.
Mostly Mostly Salary Commission
Overall Men Women Only Only
No clear career path 1 1 2 1 4
Not managed adequately 2 2 4 3 1
Bored 3 3 3 2 5
Burned out 4 5 1 5 2
Economic needs met 5 4 7 6 3
Discouraged with company 6 6 5 4 6
Overlooked for promotion 7 7 6 7 8
Lack of ability 8 8 9 8 7
Avoiding risk of
management job 9 9 10 10 9
Reluctance to be transferred 10 10 8 9 10
Percent of Women
Industry In Sales Force
Business services 30.3
Educational services 50.4
Food products 28.5
Health services 45.1
Miscellaneous manufacturing 17.6
Office equipment 24.1
Transportation equipment 23.9
Wholesale (consumer) 19.5