Salespeople Get Better--Right After The Manager Does
By Danny Cox

If you would have gone to an absolutely accurate foreteller of the future back in
1990 and that person would have described in detail how we would be selling in the early twenty-first century, what would you have said?
As we all know selling techniques leaps and mind-boggling bounds have changed. But, really have the average manager's leadership techniques changed an equivalent amount? It's a sobering question that demands an immediate) and honest) answer.
The market of the last thousand days has made an unquestioning demand for new methods of selling along with an emergency call for managers to commit to the responsibility of leading their salespeople across a new threshold and through an unmapped field. In far too many organizations it was only the selling methods that kept pace with present needs. Many managers have discovered that today's market requires far more than knowing the present mechanics of getting a product on the market and successfully conveyed to the buyer. In other words, just because a person owns a very expensive automobile, loaded with all the goodies and can explain not only what the function of each extra is but also how it works is no guarantee that he or she has learned to drive that sophisticated piece of machinery.
The ability to maneuver an organization successfully through potentially treacherous times would be a way of describing the kind of new leadership needed now more than ever. Leadership such as that is the protective wall that will keep an organization from eroding.
One of the most interesting and enlightening books a would-be leader of people could read today is the 2006 Yellow Pages from his or her local area. Unfortunately that book isn't available now, but if it could be read right now it might provide a few surprises. Pleasant or unpleasant surprises that would be experienced depend upon that manager's attitude towards personal growth as a leader at this very moment.
Today's problems just cannot be solved with yesterday's managerial techniques. The manager is in trouble whose daily plan (written or unwritten) contains such entries as:
Bury head in sand early today. (Maybe today is when the world finally says to me "Awww-poor thing!")
or
This could be the day I'll be saved by the thundering U.S. Cavalry!
or
Today, surely, is the day for the "brave knight on the white charger!"
The person who would not be in the 2006 Yellow Pages must quickly learn that he or she is the brave knight on the white charger! In other words-IT'S NOT TO LATE! NOW IS NOT THE TIME TO THROW UP YOUR HANDS (OR SIT ON THEM) BUT TO ROLL UP YOUR SLEEVES!
The person who makes the decision, indeed commitment, to be more of a leader than ever before must begin by understanding what leadership isn't. And it isn't:
1. Threats - A threat is not an incentive to do well.
2. Cloning - Salespeople do not wish to be carbon copies of the manager. A continuing program of the manager saying, "Here's how I use to do it therefore you mustŠ"will not be listening to the manager for very long. The salespeople do, however, want to know the basics of what has worked for others, but they also wan the help of a leader who uses sound coaching techniques applied to each individual so that each may experience personal growth that compliments each person's personality.
3. A demand for loyalty - Loyalty cannot be demanded, only earned. The good leader knows that if loyalty is desired it must be given away first. Therefore loyalty is a two-way street that the leader more often than not must travel first.
But from the positive side, what is leadership? It is:
1. Respect - The recognition that salespeople grant to the person who has been instrumental in helping them grow on an individual basis.
2. A stabilizing influence during turbulent periods - The salesperson looks to the leader as not only a source of growth but someone to turn to for help in solving a stubborn problem. This leader must also be "the bridge over troubled waters" during a tough market. This "bridge" is in essence a well-laid out plan for the next twelve months and is paved with honest words of encouragement for the deserving.
So how does the transition to a true leader of the people begin? It begins with the manager determining present position not only in the market place but also with the salespeople in his or her organization. In other words its "teeth-gritting" time as reality is confronted. And it must be confronted in order for the situation to be improved.
The questions that must be answered in this moment of truth are:
1. Have I surrendered the leadership of my organization to the market conditions?
2. If my salespeople were as good at sales as I am at being their leader how good would they be? (Notice that the question is not "What if my salespeople were as good at sales as I am at sales, how good would they be?")
3. My salespeople enjoy working for me no more than I enjoy being their leader. On a scale of 1 to 10 how much is that?
4. I know that my salespeople will improve in the next twelve months as they see me improve as a leader. How much improvement as a leader have they seen from me in the last twelve months?
5. Salespeople should study, learn and improve with a concentrated continuing personal growth program. If one of my salespeople would ask me to describe my own personal plan
6. On an individual basis, how does each of my salespeople feel after a conversation with me?
7. My salespeople, recognizing that I am the source, accurately grade me on a daily basis on my mood, morale, enthusiasm and motivation. How have my grades been?
8. I know that there are salespeople who deserve my time, therefore need my time, but because someone needs my time doesn't necessarily mean that person deserves my time. How good am I at dividing my time on a priority basis?
9. One difference between a manager (in title only) and a real leader is that the leader can control his or her temper, be patient for a little longer, be more understanding and show more class while doing it. On a scale of 1 to 10 how do I stack up here?
10. When a sales force succeeds, the leader stands up in their midst and says "They did it!" But if that same group fails, then the manager must stand out in front and say "I did it!" Am I willing to accept that responsibility?
The person who answers these questions and says "I can't change," is unfortunately admitting that improvement as a leader is out of the question and that the salespeople in his or her organization are as good as they will ever be. How unfortunate that the "No new tricks for old dogs" syndrome is such a barrier. But what is all-important to understand is that barrier is a self-imposed barrier that has been built by repeating too many yesterdays and not laying out a new plan for daily accomplishment that dovetails with a longer-range plan.
Once this soul-searching exercise has been completed the next task for the aspiring leader is to analyze both weaknesses and strengths of not only him or herself but also the weaknesses and strengths each person in the sales force. This cannot be done mentally. It must be written down. The column headings should be entitled: Name, Weaknesses, Strengths and Strategy.
During this analysis a human frailty becomes apparent. Each of us is acutely aware of our own strengths and the other person's weaknesses; therefore, the weakness column grows quickly. At this time the question might be asked, "why write this down? Isn't this negative? The answer is that the developing leader must know both positive and negative in order to deal with each person realistically. (A word of caution: Since this is sensitive material it is Top Secret and not left where others can read it.)
As the shift is then made to the positive side and more in-depth thought is given to each individual the surface is scratched of a vein of pure gold called strengths. Then as this list starts to grow so does a new enthusiasm and excitement for potential within each person. It is then time t move to the last column entitled strategy.
The strategy in many organizations has been for the manager to begin each bit of sage advice for the salesperson with "If I were youŠ" which is to say "I have no idea how you can solve that problem but if you only had my strengths you might be able to make it." Naturally the salesperson doesn't listen past the first four words.
Effective strategy is built on this principle: The great leader of people is aware of each person's weaknesses but communicates with each person's strengths. When the leader shows the salesperson not "Here's how I used to do itŠ" but how the salesperson can best use his or her own strengths to get the job done more productively, dramatic turn-arounds are seen. Peter Drucker, the great management expert, said: "Focusing on strengths make demands on performance."
Realistic goal setting, as opposed to fantasy setting is the next order of business for our burgeoning leader. Goal-setting differs from fantasy-setting in that the latter means a big goal is desired but the time has never been taken to determine what has to be done specifically on a daily basis to eventually achieve that goal.
Setting these new goals means this new leader is accepting the responsibility for both himself or herself as well as the organization to become as good as each can become. When this decision is made it is indeed a hallmark for mature thought.
The leader is now aware of another important law and that is that the moment a leader stops growing leadership is surrendered to stagnation followed by turmoil and panic. Therefore, one of the important goals is one of continued growth as a leader, which means continually learning, innovating and applying what works. This leader is inspired by many but a copy of none. His or her own strengths are brought in to help apply techniques that inspire honest respect from the team.
This new turned around leader becomes the personification of Albert Schweitzer's thought when he said "Example is not the main thing. It's the only thing." The salespeople not only take note of the manager becoming more and more of a leader but are truly inspired to use more and more of their own potential. Written or unwritten, the motto of the organization becomes Growth and Accomplishment.
But once again we return to present day reality prior to starting such a journey and ask "Really, is leadership in a high interest market a possibility?" Not only is it a possibility but demanded! The only counter-balance to the present market is a strong, constantly developing leadership style. As the popular bumper sticker says: "Lead, Follow or Get out of the Way!"
The person who fails in this attempt to become a leader is not the person who has no talent, no opportunity, no strengths, no goals; it is the person who quits. Success as a leader comes from the inexhaustible capacity for going on.
Granted old habits are hard to break but a worthwhile endeavor. Philosopher Elbert Hubbard at the turn of the century had a thought for us today. He said, "God won't look over for diplomas, degrees or medals, but for scars."
The ultimate reward for such a rugged adventure is when the leader reflects on the day and can say, "I saw someone grow again today and I helped."
So come on let's get started! Let's make something happen and you'll be assured of a spot in the 2006 Yellow Pages.

Excerpted from Leadership When The

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