M o d u l e 8 Sales Management Leadership and Supervision Selected Leadership Functions 21 I

muff 8.2 Coaching Suggestions each account to achieve desired sales goals. Besides helping salespeople with strategy, we use coaching to help
salespeople improve their sales presentations. After a sales call, I will conduct a post-call analysis. First,
hike a "we" approach instead of a "you" approach. Instead of telling the salesperson, "You should do it,thi.sy salespeople provide a self-critique of the mll Then I give my analysis, letting the salespeople know what they
ctM .ume," did well or not so well and offering suggestions for improvingfuture calls. Although salespeople are still held
,'"!••• fully accountable for reaching their goals, we believe that they will be in a better position to achieve them if
y, "On the next call, we can try it this way."
Address only one or two problems at a time. Prioritize problems to be attacked, and deal with the most we can provide them with direction for doing so.
importantnies first

y. •

I. Instead of criticizing salespeople during coaching, help them improve by giving 1 1 4 : 1 1 A : 4,ol_achrice- .42emtedly
you like about their performance.
4 Ask questions;to maximize th4:salesperson's active involvement in the coachingprocesi
lk Recognize differences hiMe:TO:pie and a c c o r d i n g l y .
some efforts toward meeting individual needs.4. . 4.0
I Coordinate coaching formal sales tr aining Coaching iiValaible:but earinot rep , ~
e formal.
'liain regularly to enhance skills, then reinforce with coaching. -
t, Encourag4Ontinnal gro*th and improvemeniCdsalespeople. Use teamlor oneiti 3 One Cral*
celebrate ietaniplishnients'. ' • •
I. Insist thaitaleipeople eiraluate themselves. Self-evaluation helps develop*IespeOPleinni:catteril thinkers en;
work habits and perforinar tee. ;;,'„
R. Reach concreteagreemefitialimit what corrective action is to be taken after each:: - .444cfiing414#,. 91 ?••FO!?#" "" "
corrective action may lead4Othe salespersons withdrawal from ,therleyeleinnental,,jiipeetsif*ottching:
It Keep records bf coaching sessions specifying corrective action to be taken, objecrivei:pf thqCcia'chingiesso_ timetable
forccOinplishing the objective. Follow up to ensure objectives are accomplished.

Successful coaching occurs in an environment of trust and respect between the

sales manager and salesperson. By demonstrating honesty, reliability, and compe -
tency and by listening to salespeople's needs, sales managers can earn the trust and
respect of salespeople and enhance their own chances of being a successful coach."
One study suggested that sales managers also can enhance salespeople's trust in
them by being good role models." As coaches, sales managers must be role models that
set positive examples through their behavior. This is crucial because salespeople will
emulate the work habits, positive attitudes, and goals of their managers." See how
Steve Randazzo at Schein Pharmaceutical uses collaboration and coaching to help his
salespeople achieve their goals in "Sales Management in the 21st Century: Collaboration
and Coaching at Schein Pharmaceutical."

Planning and Conducting Integrative Meetings

One of the best opportunities for sales managers to demonstrate leadership ability
comes when they plan and execute an integrative meeting, one in which several
sales and sales management functions are achieved. Although multiple objectives
are accomplished at such meetings, their overall purpose is to unite the salesforce

S A L E S M A N A G E M E N T I N T H E 2 1 S T C E N T U R Y

Collaboration and Coaching at Schein Pharmaceutical

Steve Randazzo, regional director for Schein Pharmaceutical, Inc., shares his strategy for
using collaboration and coaching to help his salespeople achieve their goals:

We believe that our salespeople are also our customers. Therefore, we listen closely to their needs and then
work with them to develop strategies to best serve their accounts. I sit down with salespeople, and
together we analyze their current product mix and relationship development strategy for each account. We
then determine a strategy for developing a product mix and cultivating relationships that will grow
in the quest for common objectives, a key part of the leadership model
discussed earlier in this module. Such meetings may combine training, strategic
planning, motivational programs, recognition of outstanding sales
performance, and rec reation and entertainment for the attendees. In large
sales organizations, the en tire salesforce may attend a major integrative sales
meeting each year to review the past year's performance and unite for the
upcoming year. According to John Mackenzie, a meeting consultant for Coca-
Cola, Du Pont, and General Foods, such events allow "psychic bonding" among
salespeople; that is, salespeople can share common experiences and feel more
like team members than isolated employees." Sales managers can use integrative
meetings to ensure that salespeople gain a better understanding of their important
revenue production role. Mackenzie also stresses that such meetings provide an
excellent means for sales managers to reinforce their own visibility, reputation,
and image with top management and the salesforce.
As is true with all leadership functions, the needs and wants of the
salesforce should be given some consideration in the planning and execution of
integrative meetings. Some suggestions from salespeople are given in Exhibit
8.3.
Planning and conducting an integrative sales meeting involves creative,
sometimes glamorous, activities, such as selecting a theme for the meeting,
arranging for the appearance of professional entertainers, or even assisting in
the production of special films and other audiovisual materials. For example,
Northwestern Mutual Life held a meeting that included a 1.0-K run, a garden
party at the Milwaukee Zoo, a concert featuring country music star Wynonna
Judd, and an opening to the meet ing that involved a videotape of the
company's senior vice president of agencies playing catch with Green Bay
Packers' quarterback Brett Favre." However, the ulti mate success of all
meetings depends on the planning and execution of rather detailed
activities, such as communicating with all parties before the meeting,
checking site arrangements, preparing materials for the meeting, arranging for
audiovisual support, and ensuring that all supplies are on hand when the
meeting begins. To increase the effectiveness of a major meeting, sales
managers would be well served to heed the advice given in Exhibit 8.4.
Increasingly, communication technology allows off-site meeting
participants to join in meetings. This is often an attractive option for
salesforces that are geo graphically dispersed. Computer networks,
groupwork software such as Lotus Notes, and videoconferencing can replace
some face-to-face meetings without any loss in meeting effectiveness. The cost
is often lower as well. Nonetheless, face-to-face meetings remain a crucial sales
leadership activity.

Meeting Ethical and*Moral Responsibilities

In recent years, increased attention has been paid to the subject of ethical respon-
sibilities of business leaders. As pointed out in a prize-winning Harvard Business

"t■.7.1.1:Vf•-,:q• -• •
-
al aidsand their b out' ion
p,.technical presents+ ns succanct an  .)",
EXHIBIT 8.3 Sug ges ti on s f ro m Sal es peo ple on C on d u c t in g M e e t in g s 2 .- . .tiKetititalespeOPle
r,
infrian" lfi0OkArate
3g Tinimizgcoperations Z v i 11n
l es
ji h
FY rni1 `role in ii.
Krelated.to ombinaticup4 exchanges and
e. sing and customer
- ' Mint w
d titer learning AllOw tun salespeo nences so they learn
ey
 Ting: Distdb
1 1 t-4

r0 :
•
.
and preferred activities; t cable.
„76 cirtand results,sotha 'cipants!Cin enjty fhe cliance to win; 4
-
7:: to exdtement3vi;