Debrief - Sales Leadership

DEBRIEF - SALES LEADERSHIP You can buy someone’s physical presence, but you cannot buy loyalty, enthusiasm or devotion. These you must earn. Successful organizations have sales leaders who focus on the future, rather than cling to the past. Leaders bring out the best in people. They spend time developing their people.

WHAT MAKES YOU THE BEST?

BUILDING RELATIONSHIPS

INFLUENCING & NEGOTIATING

GOAL ORIENTATION

PLANNING

PROCESS EXCELLENCE

ABOUT ATYAASAA Atyaasaa Consulting Private Limited is resolute on meeting the needs of human resources, through behavioral processes, training, counseling, coaching and management consulting. It is on a Mission of “Awakening Human & Business Excellence”. Its transformational processes facilitate unleash innate energies ensuing superior performance and productivity, both in individuals and organizations. “Atyaasaa” Vision is, to remain a leading & niche human resource training, counseling and consulting organization offering quality services through quality people. Atyaasaa is thus partnering with top brands at a National & International level in their mission of holistic growth.

For further details: Write to us at: info@atyaasaa.com Visit us at: www.atyaasaa.com

Call us on: (91-20) 25896445

DEBRIEF - SALES LEADERSHIP

WORKING ON WHO YOU ARE CONFLICT MANAGEMENT MODEL

We operate from a single or a combination of ego states like parent, adult and child. Based on these combinations people function from four different leadership positions in life. These are: } I’m not OK – You’re OK } I’m OK – You’re not OK } I’m not OK – You’re not OK } I’m OK – You’re OK

SHARK “I’m OK, you are not OK” Sharks are extremely competitive and have a belief that they are right always. They are difficult to develop as they think that they do not require development. The best way to develop them is to establish credibility for yourself give them immediate feedback.

OWL “I’m OK, you are OK”

Owls are the wisest people. They are self confident and assertive. They are open to change and flexible. Such people are easy to develop as they are willing to learn.

Foxes are extremely manipulative and cunning. They are dangerous people to have in teams. They have to be given feedback in presence of senior managers.

TEDDY BEAR “I’m not OK, you are OK” Teddy bear wants to be liked and to maintain the relationships. They dislike challenging situation and hence are difficult to develop. To develop them, they have to be constantly exposed to challenging situation to raise confidence and ability.

TURTLE “I’m not OK, you are not OK” Turtles are extremely unwilling to acquire and learn new skills and competencies. They neither have faith in self nor do they trust the world around them. They are very low on energy and are negative.

DEBRIEF - SALES LEADERSHIP

CONFLICT MANAGEMENT ACCORDING TO BLAKE & MOUTON } Avoidance The (1, 1) style is the hands off approach, also called avoidance. A neutral stance is retained at all costs. Pulling out/hiding behind walls of insulation reduces the necessity for handling circumstances that would lead to conflict. } Accommodating The (1, 9) style, also called accommodation, is excessively person oriented. Disagreements are smoothened over or ignored so that surface harmony is maintained in a state of peaceful co-existence . } Compromising The (5, 5) position represents the willingness to compromise. Compromise, negotiating and middle ground positions are accepted so that neither party wins or loses. Adjustment and tradeoffs lead to workable rather than best solutions.

1 , 9

9 , 9

H I G H

A C C OMMO D A T I O N Disagreements are smoothed over or ignored so that surface harmony is maintained in a state of peaceful co- existence

C O L L A B O R A T I O N Valid problem solving takes place with varying points of view objectively evaluated against facts, emotions, reservations and doubts are examined and worked through

W I L L I N G N E S S T O C OMP R OM I S E

Compromise, bargaining and middle ground positions are accepted so that no one wins – nor does anyone lose. Accommodation and adjustment lead to workable rather than best solutions

A V O I D A N C E Neutrality is maintained at all costs. Withdrawal behind walls of insulation relieves the necessity for dealing with situations that would arouse conflict

F O R C I N G Conflict is suppressed through authority-obedience approach. Win - lose power struggles are fought out, decided by the highest common boss or through third party arbitration

L OW

H I G H

C O N C E R N F O R P R O D U C T I O N

1 , 1

9 , 1

} Forcing The (9, 1) approach is called forcing. Here the conflicts/disagreements are repressed by authority - obedience approach. Win-lose authority battles are fought out, determined by the highest common boss or through third party arbitration. } Collaborating The optimum style for reducing conflict is the (9, 9) approach. Effective problem solving takes place with varying points of view objectively evaluated against facts, emotions, reservations and doubts are examined and worked through. Due to lack of communication, problems are created which results in ambiguity and failure of a good plan.

DEBRIEF - SALES LEADERSHIP

UNDERSTANDING YOUR BEHAVIOUR THROUGH DISC

D - DOMINATION/DRIVE - THIS ASCERTAINS THE PRIMARY DRIVER IN A PERSON LIKE THE NEED TO CONTROL, DOMINATE AND WIELD POWER

I – INFLUENCE - THIS ASCERTAINS THE NEED FOR INTERPERSONAL EXCHANGE LIKE COMMUNICATING, INFLUENCING AND PERSUADING

S – STEADINESS/STEADY-PACE - THIS ASCERTAINS THE NEED FOR SECURITY TO ENSURE STABILITY, CONSISTENCY AND CONFORMITY

C – COMPLIANCE - THIS ASCERTAINS THE NEED FOR STRUCTURES AND SYSTEMS TO ENSURE SYSTEMATIC AND ACCURATE FUNCTIONING

FOCUS ON RELATIONSHIPS JOHARI WINDOW MODEL

KNOW

I

DON’T KNOW

KNOW

BLIND SPOT

AREA OF FREE ACTIVITY

THEY

FEEDBACK

AREA OF UNCONSCIOUS ACTIVITY

DON’T KNOW

HIDDEN AREA

SELF DISCLOSURE

Initially, in any relationship, the area of free activity is very small. For building trust and relationship, it is essential that the area of free activity is large. Thus, leaders need to employ the following two methods. } Self disclosure – This helps build rapport with people. However, excess self disclosure can result in casual attitude on the part employees and relationship pressure. } Feedback – Leaders are always open to receive candid feedback about themselves, so that they can further enhance performance. However, it is essential to distinguish between feedback and subjective beliefs.

DEBRIEF - SALES LEADERSHIP

HIGH

MANGERS AREA

LOW

OF FREE ACTIVITY WITH THE TEAM

HIGH

TEAM VISIBILITY IS HIGH AND MANAGERS VISIBILITY IS LOW, TEAM MAY GANG UP AGAINST THE MANAGER POOR PERFORMANCE, LACK OF TRUST, DISCOMFORT

STAR PERFORMANCE

AREA OF FREE ACTIVITY WITHIN THE TEAM

COLLABORATION IS LOW, MEMBERS ARE INDIVIDUAL CONTRIBUTORS

LOW

How to increase the area of free activity with the manager and between team members? } Increasing communication between the team and the manager } Taking up assignments that require team to work together } Setting high benchmarks which require collaboration to achieve results } Ensuring that manager is with the team during challenge situations } Encouraging peer awards and recognitions } Giving regular inputs and performance enhancement tips to team } Task rotation between members, so ensure that there is interaction and knowledge sharing } Having informal meetings/talk with team members } Setting interdependent goals and joint accountability areas } Conducting feedback within the team Similarly do the following with your distributors: } Listen to his ideas

} Educate him } Go with him } Nurture him } Handhold with him

RELATIONSHIP Vs DISTRIBUTION

HIGH

GREAT SCOPE FOR BUSINESS TO FLOURISH VENDOR IS WILLING TO GO AN EXTRA MILE VENDOR IS HIGHLY BUSINESS ORIENTED THIS COULD BE DETRIMENTAL FOR THE BUSINESS IN THE LONGER RUN VENDOR MAY LACK OWNERSHIP

CONTINUAL/STEADY BUSINESS DEALER MAY GET COMPLACENT

RELATIONSHIP

TIME NEED NOT BE SPENT ON THIS QUADRANT THE VENDOR IS NOT PROACTIVE

LOW

LOW VALUE

DISTRIBUTION

HIGH VALUE

DEBRIEF - SALES LEADERSHIP

NEGOTIATION NEGOTIATION PROCESS

INITIATING PARTY

ACCEPTABLE

NON ACCEPTABLE

ACCEPTABLE

DEAL MAKERS

SUBMISSIVE

OPPOSITE PARTY

HARDNOSED

DEAD ENDS

NON ACCEPTABLE

ELEMENTS IN NEGOTIATION

PREPARATION

EXCHANGE OF INFORMATION

BARGAINING

COMMITMENT

For further details: Write to us at: info@atyaasaa.com Call us on: (91-20) 25896445 Visit us at: www.atyaasaa.com

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