CHAPTER 12CHAPTER 12

LEADERSHIP

LEADERSHIPLEADERSHIP

What is leadership? the ability to influence, inspire and direct the actions of a person/group towards the accomplishment of goals.

How does leadership differ from supervision? supervision concerns day-to-day management. Leadership is broader.

LEADERSHIP EFFECTIVENESS MODEL

LEADERSHIP EFFECTIVENESS MODEL

Leadership effectiveness is based on: Power Situational factors Needs and wants of the sales force Goals and objectives Leadership skills

POWERPOWER

Legitimate power Reward power Referent power Coercive power Expert power

SITUATIONAL FACTORSSITUATIONAL FACTORS

Time constraints Task at hand Organizational norms History, policies, culture

NEEDS AND WANTS OF SALES FORCE

NEEDS AND WANTS OF SALES FORCE

Tailor actions when suitable

GOALS AND OBJECTIVESGOALS AND OBJECTIVES

Goals of the firm will guide actions

LEADERSHIP SKILLSLEADERSHIP SKILLS

Empowerment Intuition Self-understanding Vision

LEADERSHIP SKILLS LEADERSHIP SKILLS

Seeking feedback Diagnostic skills Selection and matching Communication skills

LEADERSHIP ACTIVITIESLEADERSHIP ACTIVITIES

Coaching Meetings

LEADERSHIP ACTIVITIES Coaching

LEADERSHIP ACTIVITIES Coaching

Everyone can benefit from coaching Future orientation The focus is positive; win-win Focus on the problem not the person Salespeople should input to the

process

LEADERSHIP ACTIVITIES Coaching

LEADERSHIP ACTIVITIES Coaching

Curbstone conferences Outcome feedback Cognitive feedback

COACHING SUGGESTIONS

COACHING SUGGESTIONS

Take a “we” approach Address one problem at a time Give “how to” advice Ask questions to involve individual Encourage self-evaluation Reach agreements Keep records

LEADERSHIP ACTIVITIES Meetings

LEADERSHIP ACTIVITIES Meetings

Before meeting During meeting Post meeting

FROM THE INTERNETFROM THE INTERNET

“How to Conduct a Successful Meeting” <http://www.bizmove.com/skills/m8l.htm>

SUPERVISORY PROBLEMS

SUPERVISORY PROBLEMS

Poor performance Substance abuse Expense accounts Conflicts of interest Termination of Employment Plateauing Salespeople

POOR PERFORMANCECauses

POOR PERFORMANCECauses

Failure to understand what is expected

Failure to understand what standards aren’t being met

Performance barriers beyond the person’s control

Lack of knowledge and skill Lack of want-to

POOR PERFORMANCESolutions

POOR PERFORMANCESolutions

Establish/communicate standards Provide clear, convincing and frequent

performance feedback Remove/minimize negative factors beyond

the salesperson's control Develop or fortify missing or

underdeveloped knowledge and skill Make adjustments in rewards and develop

want-to

POOR PERFORMANCE--Providing Feedback

POOR PERFORMANCE--Providing Feedback

Describe what you see going on Describe how you feel about it Describe the specific change you

would like to take place Describe the benefit of the change

SUBSTANCE ABUSESUBSTANCE ABUSE

Identification Most firms utilize outside services

FROM THE INTERNETFROM THE INTERNET

Employee Assistance Programs <http://www.health.org/pubs/primer/ employee.htm>

EXPENSE ACCOUNT ABUSE

EXPENSE ACCOUNT ABUSE

“Nip it in the bud”

CONFLICT OF INTERESTCONFLICT OF INTEREST

Situational analysis required Conflict of interest agreement

TERMINATION OF EMPLOYMENT

TERMINATION OF EMPLOYMENT

Unpleasant but sometimes necessary

Admit you were wrong Unfair to him and those around Don’t be needlessly cruel. Figure out

a reason that is true but enables her to preserve her ego

PLATEAUING SALESPEOPLEPLATEAUING

SALESPEOPLE What is a “plateaued sales person? He/she has stopped improving and

developing!! 15 percent of salespeople are

“plateaued”

PLATEAUING SALESPEOPLEPLATEAUING

SALESPEOPLE Causes Symptoms Possible Solutions

FROM YOUR TEXTFROM YOUR TEXT

Read everything except the four leadership styles discussed by Hersey and Blanchard on pages 557 to 559.