1. Module 7.5 The Making Of A Sales Manager

2. Sales Management Sales Managers in training. Supervision Can you pick out Tomorrow’s Supervisor?

3. WHAT IS THE DIFFERENCE BETWEEN MANAGEMENT AND SUPERVISION? Management: More authority & responsibility.More authority & responsibility. More removed from the realities of the ‘field’.More removed from the realities of the ‘field’.Supervision: More daily exposure & contact with the sales force.More daily exposure & contact with the sales force. Limited authority & functional resources.Limited authority & functional resources.

4. THE IMPORTANCE OF SUPERVISION The Supervisory role is, in part, a linkage function. Supervisors get the most ‘face-time’ with the “troops”. If anyone should know the ‘mood’ or line issues & morale of the sales force – It is the supervisor. They are often the best & more reliable senses (eyes & ears, etc.) that management has. As a training ground, the supervisory role is a position where key managerial skills (diplomacy, conflict resolution, etc. etc.) may be practiced and developed.

5. THE IMPORTANCE OF SUPERVISION THIS IS MANAGEMENT’S LAST LINK & INTER-FACE BEFORE DIRECT REVENUE GENERATION IN THE MARKETPLACE OCCURS. TACTICAL, DAY-TO-DAY LEADERSHIP DIRECT – HANDS-ON INDIRECT: AUDITING PERFORMANCE The level of supervision should be  task value

6. THE NEED FOR SUPERVISION SUPPORT ENSURE SALES REPRESENTATIVES UNDERSTAND TASKENSURE SALES REPRESENTATIVES UNDERSTAND TASK KNOW HOW TO DO THE TASKKNOW HOW TO DO THE TASK HAVE COMPETENCE AND RESOURCES TO DO IT.HAVE COMPETENCE AND RESOURCES TO DO IT. ENFORCEMENT ENFORCEMENT ENSURE COMPANY POLICIES, CULTURE & JOB DESCRIPTIONS ARE BEING ADHERED TO.ENSURE COMPANY POLICIES, CULTURE & JOB DESCRIPTIONS ARE BEING ADHERED TO. ENHANCE PERFORMANCEENHANCE PERFORMANCE PROVIDE DIRECT & POSITIVE REINFORCEMENTPROVIDE DIRECT & POSITIVE REINFORCEMENT

7. FACTORS INFLUENCING NEEDED LEVEL OF SUPERVISION SIZE OF SALES FORCESIZE OF SALES FORCE QUALITY OF STAFFQUALITY OF STAFF ABILITYABILITY EXPERIENCEEXPERIENCE FORM OF COMPENSATIONFORM OF COMPENSATION IMPORTANCE OF TASKIMPORTANCE OF TASK LOCATION OF TASKLOCATION OF TASK NUMBER OF TASKSNUMBER OF TASKS AVAILABLE CONTROL MECHANISMSAVAILABLE CONTROL MECHANISMS

8. METHODS OF SUPERVISION 1 - PERSONAL CONTACT –TRAINING –CONFLICT RESOLUTION –ASSESSMENT (SR & SITUATION) THINGS TO LOOK FOR: TERRITORY KNOWLEDGETERRITORY KNOWLEDGE TRADE KNOWLEDGETRADE KNOWLEDGE CALL PREPARATIONCALL PREPARATION ACCOUNT MANAGEMENTACCOUNT MANAGEMENT RELATIONSHIP MANAGEMENTRELATIONSHIP MANAGEMENT SALES TECHNIQUESSALES TECHNIQUES INTEGRITY, IMAGEINTEGRITY, IMAGE

9. METHODS OF SUPERVISION 2 - SALES REPORTS The ‘Silent Policeman’ ~(Here’s where the real padding starts) SHOULD TRACK DAILY ACTIVITY: TIMES / CALLS REASONS REVEALS MANAGEMENT OF: ACCOUNTS, ACCOUNTS, TERRITORY, TERRITORY, TIME TIME PRE-ACCOUNT PLANNING PRE-ACCOUNT PLANNING Don’t let it become too formalized. Don’t let it become too formalized. Use as needed. Use as needed.

10. METHODS OF SUPERVISION 3 - MARKETSPACE TECHNOLOGY E.g. Cell phones, Palms, LAPTOPS –INSTANT CUSTOMER / INDUSTRY DATA –SALES RESOURCE / TOOL SALES: MONITORING, ORDERING, SPECIAL REQUESTS EXPLODES THE REPORTING FUNCTION: (DON’T DROWN YOUR PEOPLE IN REDUNDANT REPORTS) COMMUNICATION – NO ESCAPE –HQ STAFF WILL FIND YOU!

11. METHODS OF SUPERVISION 4 - MEETINGS : Less formal & structured than a regular sales meeting. Don’t waste their time.Don’t waste their time. Usually task resolution is the focus.Usually task resolution is the focus. Leave them with immediate tactical goals & positive reinforcement!Leave them with immediate tactical goals & positive reinforcement! Follow up ASAP!Follow up ASAP! RE-ASSERT FOCUS, TONE & AMBIANCE (Huddle Sessions)

12. 5 - INDIRECT SUPERVISORY AIDS (SEE LAPTOP)(SEE LAPTOP) COMPENSATION FORMATCOMPENSATION FORMAT TERRITORIESTERRITORIES QUOTASQUOTAS EXPENSE ACCOUNTSEXPENSE ACCOUNTS SALES MONITORINGSALES MONITORING METHODS OF SUPERVISION

13. Most firms allocate one supervisory slot for management streamed personnel.Most firms allocate one supervisory slot for management streamed personnel. It becomes the first hurdle for new management trainees.It becomes the first hurdle for new management trainees. It is the trainee’s first opportunity to demonstrate their abilities & potential.It is the trainee’s first opportunity to demonstrate their abilities & potential. SUPERVISION AS A TRAINING TOOL

14. LEADERSHIP SKILL DEVELOPMENT FROM SUPERVISORY EXPERIENCE The ability to anticipate problemsThe ability to anticipate problems The ability to seeking and obtain substantive feedbackThe ability to seeking and obtain substantive feedback The ability to diagnose problems and opportunitiesThe ability to diagnose problems and opportunities

15. LEADERSHIP SKILL DEVELOPMENT FROM SUPERVISORY EXPERIENCE The ability to select an appropriate leadership behavior and match it to the supervisory situationThe ability to select an appropriate leadership behavior and match it to the supervisory situation The ability to communicate managerial requirements in a line or field format that ensures ‘sign on’ (acceptance).The ability to communicate managerial requirements in a line or field format that ensures ‘sign on’ (acceptance).

16. COMMUNICATION SKILLS (IN TRAINING) Persuasion (expert or referent power) Be careful & know what you are talking about!Persuasion (expert or referent power) Be careful & know what you are talking about! Relationships (referent or legitimate power) Preferred, based on mutual respect.Relationships (referent or legitimate power) Preferred, based on mutual respect. Manipulation Of the work environment – (not the employee!)Manipulation Of the work environment – (not the employee!) Threats (coercive power) Don’t do it! You lose.Threats (coercive power) Don’t do it! You lose. Promises (reward power) Dangerous ~ sets a precedent.Promises (reward power) Dangerous ~ sets a precedent.

17. Be positive (yet realistic)Be positive (yet realistic) Don’t avoid ~ Address.Don’t avoid ~ Address. Don’t preach, what you don’t know!Don’t preach, what you don’t know! Address only one or two problems at a time.Address only one or two problems at a time. Be positive (yet realistic)Be positive (yet realistic) Don’t criticize poor performance, reinforce good performance.Don’t criticize poor performance, reinforce good performance. Listen, acknowledge, evaluate (don’t judge).Listen, acknowledge, evaluate (don’t judge). Be positive (yet realistic)Be positive (yet realistic) Maintain your situational awareness.Maintain your situational awareness. If you don’t know – say so – Then find out! Talk is cheap.If you don’t know – say so – Then find out! Talk is cheap. Keep good recordsKeep good recordsCOACHING The continuous development of salespeople through feedback and role modeling. Supervisors are ideally positioned to perform this function. Suggestions for affective coaching include:

18. MORAL SUPERVISION Supervisory activity conforms to management’s standard of ethical or moral behavior. Live by sound ethical standards. Seek profitability within the confines of legal obedience and ethical standards. Assume leadership position when ethical dilemmas arise. Enlightened self-interest.

19. POTENTIAL PROBLEMS IN SUPERVISION Conflicts of Interest – You will never be as close to your staff as you are in this position.You will never be as close to your staff as you are in this position. Remember! You are not ‘one of the boys!’Remember! You are not ‘one of the boys!’ Problem Salespeople – jealousy can motivate aberrant behaviours towards you / your position. Chemical Abuse and Dependency / Sexual Harassment

20. In summary… Supervision is a ‘key’ first step on the ladder to management success.Supervision is a ‘key’ first step on the ladder to management success. Choose your role models / mentors wisely. Endeavour to maintain a balanced perspective. The lessons that you learn and the work habits that you develop will have a lasting influence on your management style. Always remember, that less able candidates have succeeded at what you are trying to do. Learn from the mistakes of others (it’s cheaper).