Chap 10 Tanner - Supervising, Managing, Leading Salespeople 03032017

Part Five:
Process Management
10-1
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall.
Sales Management: Shaping Future Sales Leaders
Supervising, Managing,
and Leading Salespeople
Individually and in Teams
Chapter 10
10-2
Learning Objectives
 Explain and describe the difference between
sales supervision, management, and leadership
 Identify the skills and abilities a person needs to
become a good sales manager
 Understand the elements of teamwork and how
to successfully develop and work with teams,
including those that are virtual
 Recognize the ethical challenges facing leaders
and teams in the sales environment
10-3
What is Supervising?
 Supervision: time spent working with employees to be
certain they are aware of the responsibilities of their job
and how to perform them correctly
 Observe and offer suggestions for improving
performance if needed
 First-level manager:
more experienced sales
personnel who supervises
new hires
 Technology can be used
to track and manage daily
activities
10-4
What is Managing?
 Manage sales personnel and work responsibilities in
order to achieve the goals of the organizational unit
 Organize and staff sales force
 Decide how to organize work, divide responsibilities, determine
who handles what tasks
 Incent, train, develop, and coach reps
 Measure and analyze
performance of sales force
 Requires skills in
 Setting objectives,
organizing tasks necessary to
achieve objectives, motivating
sales force, problem solving
10-5
Sources of Power
 Formal power: given on the basis of the position a person

holds in an organization; the authority an individual is given to
accomplish his job
 Informal power: power an individual has as a result of skills,
personality or geniality; can exert more influence than a person
with only formal power
10-6
Sources of Power: Formal Power
 Power given to a particular position
 Power to make decisions regarding issues of
Legitimate employment, budgeting, etc., to accomplish the tasks
under their responsibility
 Ability to distribute rewards

 Provide more desirable territories, different
Reward compensation levels, gifts, benefits, promotions, job
titles, and accoutrements related to work environment
 Ability to withhold rewards

Coercive  Typically builds resentment and resistance on the part
of the recipient(s)
 Derived from ability to access and control information

Informational others don’t have
 More effective organizations share information
10-7
Sources of Power: Informal Power
 Based on a person’s knowledge, skills, and
Expert expertise
 Based on the degree to which a person is liked due

Referent to personality and interpersonal skills
 When an individual is strongly admired based on

Charismatic personality, physical attractiveness, and other
factors
10-8
Ethics in Sales Management: What Are
the Traits of a Bad Leader?
1 5
Incompetent Corrupt
2 6
Rigid Insular
3 7
Intemperate Evil
4
Callous
Source: Based on Kellerman, Barbara (2001). Bad Leadership: What It Is, How It Happens, Why It
Matters. Harvard Business School Press.
10-9
Becoming the Boss:
Perception vs. Reality
 Skills required to be a good manager are different from
those of being a star sales performer
Misperception Reality
 Mgmt job will revolve around  It’s more about working together
implementing their own ideas and combining everyone’s ideas
 Power comes from position  Power comes from informal
bases of power
 Just work with individuals to  Clearing obstacles is important
keep things going to making achievements
 Controlling people is important  Getting people’s commitment is
more important
10-10
Manager’s Perspective: Behaviors
Managers Should Demonstrate
1
Clarify the direction your business is taking
2
Set goals and objectives
3
Give frequent, specific, immediate feedback
4
Be decisive and timely
5
Be accessible
6
Demonstrate honesty and candor
7
Offer an equitable compensation plan
10-13
Rep’s Perspective: What It Takes to Be
a Good Sales Manager
1
Be flexible
2
Be a good communicator
3
Work for the good of the team
4
Be considered trustworthy
5
Motivate and lead the team
10-14
A New School of Managerial Thought?
 Transactional leadership: two-factor approach
that focused on an exchange between leaders and
followers (late 20th century)
 Transformational leadership: focuses on needs
and motives of employees, tries to help them reach
their fullest potential
 Emotional intelligence: ability to understand and manage
emotions of other people; includes self-awareness, self-
regulation, motivation, empathy, social skills
10-16
Emotional Intelligence
 Emotional Intelligence is the ability to understand and
manage the emotions of other people in light of your own
Skills or Abilities Hallmarks
Self-Management Skills
Self-Awareness Self-confidence, realistic self-assessment
Trustworthiness, integrity, comfort with
Self-Regulation
ambiguity, open to change
Motivation Drive to succeed, optimism
Ability to Relate to Others
Empathy Expertise in building and retaining talent
Social Skills Persuasiveness
10-17
The Value of Emotional Intelligence
(EI)
 “Research shows that EI is more important than IQ in
almost every role and many times more in leadership
roles.”
Dr. Stephen Covey, 7 Habits of Highly Effective People
 “A leader’s intelligence has to have a strong emotional

component. They have to have high levels of self-
awareness, maturity and self-control. … emotional
intelligence is important in the making of a leader.”
Jack Welch, former Chairman of General Electric
 Research showed that sales staff who developed their EI

were 25% more productive than their counterparts who
didn’t. Hallmark Communities
10-18
What Additional Leadership
Competencies Do Sales Managers Need?
Coaching Mentoring
Working
Feedback
in Teams
10-19
Coaching Principles
 Let reps know you’re joining them to observe and offer
Prepare and feedback
observe  Understand objectives of calls, listen carefully
 Focus on improving skills

Give feedback  Be specific when pointing out good selling skills and
those that could be improved
 Demonstrate desired behaviors, explain how and why

Be a Role Model you did the things you did
 Give reps chance to use same tactics
Follow-up  Do what you say you’ll do
 Relationships will be more productive with trust than

Trust without
10-20
Mentoring
 Mentoring: long-term
relationship where senior
person supports personal
and professional
development of junior
person
 Person who acts as a
teacher or trustworthy
advisor
 Formal or informal
relationship
10-21
Organizing and Working Effectively
with Teams
 A team might be comprised of representatives from
several functional areas
 A group of people with complementary skills who are able to
collectively complete a project in a superior way
 Committed to a common goal
 Members interact with each other and the leader and depend
on each other’s input to perform their own work
 Self-managed team: empowered to handle an
ongoing task
 Project team: organized around a unique task of
limited duration and disbanded when task is
complete
10-22
What’s Expected from You as a Team
Member
1 Get involved 6 Stay current
2 Generate ideas 7 Anticipate market changes
3 Be willing to collaborate 8 Drive your own growth
4 Be willing to lead initiatives 9 Be a player for all seasons
5 Develop leaders as you develop
10-24
Tips for Working with Virtual Sales
Teams
 Select the technology that works best for the
team
 Communicate frequently; most groups do so
daily
 Track down members who aren’t participating
 Have agreed-upon ground rules for the team’s
interaction
10-25
All rights reserved. No part of this publication may be reproduced, stored in
a retrieval system, or transmitted, in any form or by any means, electronic,
mechanical, photocopying, recording, or otherwise, without the prior written
permission of the publisher. Printed in the United States of America.

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Part Five:

 Formal power: given on the basis of the position a person

 Ability to distribute rewards

 Ability to withhold rewards

 Derived from ability to access and control information

 Based on the degree to which a person is liked due

 When an individual is strongly admired based on

 “A leader’s intelligence has to have a strong emotional

 Research showed that sales staff who developed their EI

 Focus on improving skills

 Demonstrate desired behaviors, explain how and why

Follow-up  Do what you say you’ll do

 Relationships will be more productive with trust than

1 Get involved 6 Stay current

2 Generate ideas 7 Anticipate market changes

3 Be willing to collaborate 8 Drive your own growth

4 Be willing to lead initiatives 9 Be a player for all seasons

5 Develop leaders as you develop

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