Sales Management association
SALES LEADERSHIP
How to stimulate sales people in theircraftmanship by developing experientialknowledge.
How to make use of experiential knowledge
In the art of change leadership ?Prof. Dr. Herman Wittockx
About me
- Associate professor Strategic Leadership : Nyenrode Business Universty
- Academic Director Company Specific Programs : AMS, Antwerpmanagement school
- Consultant: Organisation Development (learning and experience-based)
- Founder ‘Hubermont ‘Space for development’
- Married, father of four and grandfather of four
Herman Wittockx, PhD
HubermontSpace for development
Craftmanship : experienced based
Disciple- Compagnon- MaitreLeerling – Gezel- Meester
Sales Craftman-shipChange leadership
THEORYKnowing
AbstractGeneral
‘Objective’
EXpERIENCE
Sagesse/ Savoir FaireWeten/ wijsheidDoing & Reflection
Build a learning environment
- Walk by the pictures and select a topic
- Invite two to three people to share a story (per person) with bout the topic
- At my sign shift to another topic and make a new group of three to four people
Sharing experiential knowledge
Flow
Exploring the theme
Creating a learning environment
Integrating different ways of understanding the world
Asking questions
Optimal use of experiential knowledge
Experienced based change
Gratitude
On whose shouldersare you standing?
What are experiences that have
shaped you into the person you
are?
Source
Why is it important to do what you are doing?To what bigger value, meaning, are you contributing?
Purpose
Lightness
Looking back at the past years, what is a mistake or failure you now sincerely canlaugh about?
What do I see ?
Experiential knowledge = Proces
Experience is not what happens to me
It is what I do with what happens to me
C. Weick
Ingredients of experiential Knowledge
- Objective What are the Facts : LOGIC True
- Subjective How do I FEEL: intuition Beautiful
- Intersubjective What Values do we share: BELIEF Good
- People and organisations have a MIND, HEART and a SOUL
Three ways of knowing
Experiential knowledge is a balanced act
Hope/Belief
Logic Emotion
Fairy tale: Executive summary
Mother goat
Billy goat Billy goat
Disaster default Issue
Wolf
Fairy tale: executive summary
Shopping
Phase
1- 2-
Phase 3
Contingency
plan
Default plan
CollateralDamage
Disaster default issue: Agressive market
Power of stories
- Multiple ways of knowing: MIND, HEART, SOUL
- World as a living process
- VISUAL Memory
- An Image is worth a Thousand Words
Exploring the art of storytelling
1. If we had a conversation with the three people who know you the very best and asked them, what are your strongest qualities as a person, as a sales professional, as leader, what would they say? What are your strengths.
2. Give a short story about a team success in sales. Ingredients: Idea is born, idea shared, creative approach, building up courage, trust and belief, support one another, celebrating success. What happened, How do you make things happen ? What conditions are necessary to have more of those successes ?
Give a brief description of the situation: time span, start, development,
when did it become clear that it would be a success?
What was it about you that made it a success?
How did you energize one another ?
What was your specific contribution? (Maybe someone else would have
done the same, but this time, it was your contribution.)
What is it that stimulates you to give the best of yourself in such a
situation?
What were the moments everyone believed ?
Who were the most significant people involved? What did they do?
What were the most important factors in the organization that helped?
What did you learn?
What does this story tell about you?
Asking questions
WHY Not WHY
“We learn from our failures, but we develop from our successes”
Peter Drucker
Do we really ??? want to doone more study of…
• Low morale
• High turnover
• Customer complaints
• Resistance; why do people
not want to Change
• or… “entrepreneurial
commitment” factors
• or… “magnetic work
environment”
• customer responsiveness”
• or.. “unstoppable
confidence”
.
What is guiding human actions?
Minimum 7 answers
in 2 minutes
Experience is already mentioned !
(I hope you noticed !)
Experienced based OrganisationDevelopment
desire
emotion
mission
vision
dreams
expectations
ambition
reward
emotion
workload
environment
atmosphere
health
social context
emotion
culture
experience
education
heredity
genes
factors
To change the present you first have to create (change) the future
Appreciative LeadershipTo change the present you have
to change the future first!
-
Causes Problem
+
Past Presen t Future
1. Discover &
Value
2. Dream &
Imagination
3. Design
Can, dare want
4. Improvisation
BAD
Not Bad
‘What isGood’
What is better
Definition of the past
Analysis of causes
Develop alternatives
Implement
Appreciate what is
Imagine what is possible
Design
Improvise
To change the present you have to change thefuture first
Organization as a problem to be solved or a co creation
Definition of the past
Analysis of causes
Develop alternatives
Implement
Appreciate what is
Imagine what is possible
Design
Improvise
Positive Image
Do you recall a person who saw potential in you even before you discovered it yourself?
Give examples of how the image this person has of you helped you in your development.
A nice reading experience !
Vandaag de dag kunnen we op basis van het heden de toekomst niet zomaar meer inschatten of voorspellen. Dat is het gevolg van trendbreuken op sociaal, religieus, spiritueel, financieel, ecologisch en economisch vlak. De huidige situatie biedt ruimte voor en creëert zelfs nood aan fundamenteel anders denken over organiseren, leiderschap, samenwerken en samen leren.
Appreciative Inquiry biedt een waardevol alternatief. De afgelopen twintig jaar groeide A/I uit tot een van de meest succesvolle benaderingen om verandering te creëren. Succesvol omdat deze aanpak tot blijvende, zichzelf versterkende resultaten leidt met een impact op het hele systeem.
Dit boek is een introductie op de theorie en praktijk van Appreciative Inquiry en bevat de oorspronkelijke concepten, doorspekt met Europeese accenten. Ron Fry, Frank Barrett en Herman Wittockx stonden mee aan de basis van de ontwikkeling van de methode en laten zien hoe Europese organisaties vanuit de A/I-benadering begeleid werden om hun droom werkelijkheid te laten worden.
'Appreciative Inquiry' bevat naast theorie- en praktijkillustraties ook een heleboel praktische tips om zelf aan de slag te gaan.