CHAPTER 12 LEADERSHIP

n What is leadership? the ability to influence, inspire and direct the actions of a person/group towards the accomplishment of goals. n How does leadership differ from supervision? supervision concerns day-to-day management. Leadership is broader.

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

POWER n Legitimate power n Reward power n Referent power n Coercive power n Expert power

SITUATIONAL FACTORS n Time constraints n Task at hand n Organizational norms n History, policies, culture

NEEDS AND WANTS OF SALES FORCE n Tailor actions when suitable

GOALS AND OBJECTIVES n Goals of the firm will guide actions

LEADERSHIP SKILLS n Empowerment n Intuition n Self-understanding n Vision

LEADERSHIP SKILLS n Seeking feedback n Diagnostic skills n Selection and matching n Communication skills

LEADERSHIP ACTIVITIES n Coaching n Meetings

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

LEADERSHIP ACTIVITIES Coaching n Curbstone conferences n Outcome feedback n Cognitive feedback

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

LEADERSHIP ACTIVITIES Meetings n Before meeting n During meeting n Post meeting

FROM THE INTERNET n “How to Conduct a Successful Meeting”

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

POOR PERFORMANCE Causes n Failure to understand what is expected n Failure to understand what standards aren’t being met n Performance barriers beyond the person’s control n Lack of knowledge and skill n Lack of want-to

POOR PERFORMANCE Solutions n Establish/communicate standards n Provide clear, convincing and frequent performance feedback n Remove/minimize negative factors beyond the salesperson's control n Develop or fortify missing or underdeveloped knowledge and skill n Make adjustments in rewards and develop want-to

POOR PERFORMANCE-- Providing Feedback n Describe what you see going on n Describe how you feel about it n Describe the specific change you would like to take place n Describe the benefit of the change

SUBSTANCE ABUSE n Identification n Most firms utilize outside services

FROM THE INTERNET n Employee Assistance Programs

EXPENSE ACCOUNT ABUSE n “Nip it in the bud”

CONFLICT OF INTEREST n Situational analysis required n Conflict of interest agreement

TERMINATION OF EMPLOYMENT n Unpleasant but sometimes necessary n Admit you were wrong n Unfair to him and those around n Don’t be needlessly cruel. Figure out a reason that is true but enables her to preserve her ego

PLATEAUING SALESPEOPLE n What is a “plateaued sales person? n He/she has stopped improving and developing!! n 15 percent of salespeople are “plateaued”

PLATEAUING SALESPEOPLE n Causes n Symptoms n Possible Solutions

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