Sales Management Leadership and Supervision

1. Sales ManagementLeadership and Supervision Module Seven

2. What is the Difference Between Leadership and Supervision? Leadership: The use of __________ with other people through communications processes to ______ specific ________ and ____________ Supervision: The day-to-day ________ of the salesforce under _________ operating conditions

3. Sales Force Socialization (Revisited) Task-Specific Self-Esteem: ____________________________________________________________________________________ Organizational Commitment: ____________________________________________________________________________________ Formalization: ____________________________________________________________________________________

4. Sales Force Socialization (Revisited) Work Alienation: ____________________________________________________________________________________ Job Involvement: ____________________________________________________________________________________

5. Contemporary Views ofSales Leadership • Leader-Member Exchange (LMX) Model • Transformational Leadership • Behavioral Self-Management (BSM)

6. Goals & Objectives Individual Organizational Situation Time Constraints Nature of Tasks History and Norms Sales Manager’s Leadership Effectiveness Needs Salespeople Other People Power Sales Manager • Leadership • Skills • Anticipation • Diagnostic • Selection • Communication • Influence Strategy • Communications • Mechanisms Power Salespeople Other People Leadership Model for Sales Management

7. Five types of power which may be present in interpersonal relationships: 1 ______ Power 2 ______ Power 3 ______ Power 4 ______ Power 5 ______ Power Power and Leadership

8. Situational Factors • __________________ • __________________ • __________________

9. Important when _______________ is not being utilized Realize all needs and wants ________ be met Not all _________________need to be based on needs and wants Consider each salesperson as a __________ Needs and Wants of Salespeople

10. Goals and Objectives • Leadership is easier when _____________ and ___________ of the salespeople are ________ with those of the organization • Sales managers strive to seek __________ and ______________ between organizational goals and their salespeople’s goals.

11. Leadership Skills • The ability to ____________ problems • The ability to ________ and ________ substantive feedback • The ability to __________ problems and opportunities

12. Leadership Skills • The ability to select an appropriate _______________________ and match it to the situation • The ability to _______________________

13. Communication Skills:Influence Strategies • _____________ (coercive power) • _____________ (reward power) • _____________ (expert or referent power) • _____________ (referent or legitimate power) • _____________

14. Coaching The _____________________ of salespeople through supervisory feedback and role modeling. Suggestions for affective coaching include: • 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

15. Planning and ConductingIntegrative Meetings • Keep technical presentations _______ • Use visual aids and breakout discussion groups • Keep salespeople ____________ of corporate strategy and their ______ in it • Minimize operations review

16. Planning and ConductingIntegrative Meetings • Set a _________ schedule . . . allow time for sharing and adequate breaks • Set and communicate the ________ • Ask for ______ from the salespeople • ___________________ with contests and other rewards

17. Approaches to Management Ethics Immoral Management • ___________ and __________ management activity conflicting with what is moral (ethical). • ___________ opportunities for corporate gain. Cut corners when it appears useful. • Seeks ___________ and __________________ at any price. • Selfish. Management cares only about its or the company’s gain.

18. Approaches to Management Ethics Amoral Management • Management activity that is neither consistently ________ or _________ . . . 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 __________. Other goals are not considered. • _____________ but _______ in the sense that impact on others is not considered.

19. Approaches to Management Ethics Moral Management • Management activity ___________ to a standard of _________ or _________ behavior. • Live by sound ethical standards. Assume _________ position when ethical dilemmas arise. Enlightened self-interest. • Seeks _______________ within the confines of _________________ and _________________ • Management wants to succeed but only within the confines of ________________________.

20. Meeting Ethical andMoral Responsibilities • Sales managers should be aware of three particularly relevant types of unethical acts: • Nonrole • Role Failure • Role Distortion.

21. Type Direct Effect Examples Nonrole ____________ • Expense account cheating • Embezzlement • Stealing supplies Role Failure ____________ • Superficial performance appraisal • Not confronting expense account cheating • Palming off a poor performer with inflated praise Meeting Ethical andMoral Responsibilities

22. Role Distortion ____________ • Bribery • Price fixing • Manipulation of suppliers Meeting Ethical andMoral Responsibilities Type Direct Effect Examples

23. Problems in Leadership • ____________ of Interest • Chemical Abuse and Dependency • Problem Salespeople: A Disruptive Influence • _________________ • _________________ • _________________ • _________________ • Termination of Employment • ______________________