If you want to build loyalty to you and your organization, your products and your goals, you have to constantly refine your leadership talents. Whether you're operating at the retail, distribution or manufacturing level, the development of a successful selling team means you must bring forth that extra effort and support to compete in a tough, aggressive market. This analysis discusses effective leadership so that you can examine and improve your skills.
After three months of developing and discussing a special
group of prospects in your best salesperson's territory, they
still haven't been contacted--even though everyone agrees that
the goal for the quarter is to expand new business.
What do you do?
More likely than not, you're going to lay down the law ...
tell the salesperson that by the end of the week you want all of
those prospective clients contacted, and a report on your desk.
On Friday afternoon, your salesperson turns in his or her
report and has opened three new accounts. The job was done, and
it was done on time. But was it good leadership?
Some of you will say yes because often, the end justifies
the means. But many would contend that it wasn't good leadership
because results were achieved in an undesirable manner. Suc-
cessful leadership would have resulted in the salesperson wanting
to do the job at hand rather than being forced to do the job.
But is there a "right" kind of leadership?
It's not "right to take over responsibility that should
properly be assumed by another member of your organization. When
you do that, you lower his or her self-esteem.
It's not "right" to issue edicts. The total scope of the
program should be discussed with the individual involved.
Forcing obedience is never right--it destroys an indi-
vidual's initiative.
But, as our earlier example illustrated, there is no "best
way" to handle leadership. There is no simple list of dos and
don'ts to follow. Every individual and circumstance calls for a
different type of leadership.
Forms of Leadership
According to most experts, there are three major methods of
handling people:
1. Autocratic -- With this type of leadership you, as the mana-
ger, assume full responsibility for all actions--individual
and group. You're seeking obedience to specific orders. You
determine policy and consider decision-making as your pero-
gative.
Let us say you've decided that you want to test-market a
product or service to see if there is a need, if a market
exists, how it should be priced and what the competitive
situation is.
You would prepare all of the necessary instructions and
announce the project to your staff. It's not a matter that
is open for discussion.
As can be expected, there are members of the organization
who will predict the failure of the project. It is then your
task to talk to them individually, taking full responsibility
for the outcome, and outline the benefits you expect to be
derived from the effort. You divert arguments and concen-
trate on how your staff can help get the information needed.
If all else fails, you will have to demand that each indi-
vidual concentrates on getting the task accomplished.
2. Democratic -- With this style, you will seek ideas and
suggestions through discussions and conclusions.
This method is often used when you are working with your
staff to establish goals.
But let's go back to our test-marketing example and
assume that the product or service was needed by your staff
to capture an even greater portion of the total market. In
the meeting, you allow each individual to contribute his or
her ideas. The result should be a very productive meeting
and an example of productive leadership.
Whenever possible, good leaders will treat individual
problems and situations on a democratic basis.
For example, you are a retailer selling to both consumer
and commercial accounts. One of your people appears to have
more talent in business situations than with individual
consumers who come in the door. Your job is to help the
salesperson convince him- or herself that he or she would be
more successful selling to businesses.
Once the individual realizes the benefits, it's only a
matter of discussing how to manage the territory and selling
effort.
3. Free-Rein -- With this type of leadership you exercise
comparatively little direct control, but are the prime source
of information, suggestions and authority.
This style of management is best if you feel that your
staff is well-trained, very responsible and professional.
This type of leadership is required in many sales organi-
zations where people have to make immediate decisions or if
your sales people are in remote areas and have little direct
supervision.
Free-rein leadership is used by most hardware/software
manufacturers and rep organizations. Within certain limits,
individuals are allowed to set their own goals. Most of the
time, this results in outstanding performance.
Choose Your Method of Leadership
As stated at the outset, there is not a best method of
leadership ... only the most appropriate for a particular
occurrence. This means that you have to plan your actions for a
given situation.
You can't choose between autocratic and democratic leader-
ship. That's like making golfer choose either woods or irons.
During any golf game, they're all used.
Decide on the type of leadership that is needed based on:
1. Individual Personality -- Some people only perform (and then
excellently) when a certain type of leadership is used.
For example, an aggressive, hostile type of individual
does better if you are understanding but autocratic. You
recognize their hostility, but control it.
An individual that is aggressive and cooperative will
perform better if your leadership is democratic or free-
reining. Since they are often perfectionists and enjoy
accomplishment for its own sake, these individuals' self-
assertiveness may be very constructive.
Individualists are most productive when they can operate
in a free-reining type of environment. This is assuming that
they know their job. If not, they need a firm but friendly
hand.
If you're having some leadership problems, perhaps you
should take some time and review the personality character-
istics of each of your people. by working with each indi-
vidual, you may determine that you have to modify the type of
leadership you are using with each person.
But don't think one review alone will solve your prob-
lems. Constantly evaluate your people and your programs.
2. Situation -- Changes in the market, customer crises, new
products and policy changes often make new demands on the
type of leadership you use.
If quick decisions and fast action are necessary, you're
going to have to be autocratic in your leadership. If you
lack information, or at times question your intuition, then
use the more democratic approach. After all, the people who
are on the front line contacting customers or prospects can
be helpful sources of input to help you make the best
possible decision.
3. Organizational Flavor -- The total make-up of your organi-
zation reflects the type of leadership that should be used.
Sometimes group needs and individual needs are quite
different.
If your organization has a large number of experienced,
cooperative people, then democratic leadership will work.
If you have a dispersed organization that seldom meets
and is made up of strong individualists, a mixture of the
leadership methods--depending upon each situation--may be
best.
If your staff is largely untrained and undisciplined,
then autocratic leadership is a must. You have to be the
firm and decisive force that quickly makes the organization
productive.
If you have a highly trained and professional staff
including good engineers, good software people and good sales
people, then free-reining leadership will win out. These
individuals are generally quite creative and will solve the
problems that they encounter, so they require much less
guidance.
How About You?
The success of your leadership will depend on whether or
not you're flexible enough to recognize the need for the differ-
ent types of leadership ... and are willing to change gears when
necessary. You will have to determine what is best for each
individual and each situation. And, just as you periodically
evaluate each person who works for/with you, evaluate your
operating style as well.
# # #
IMPROVING YOUR LEADERSHIP SKILLS - To learn more about this author, visit Andy Marken's Website.
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