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.