Sales Leadership,

Management and
Supervision
Sales Management Course

Professor: Kakhaber Vanishvili

Ilia State University

Tbilisi, 2020
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 Sales Organization Positions and Activities
Leadership
Senior Sales Leaders Influencing the entire sales
organization or a large
subunit by creating a vision,
values, culture, direction,
alignment, and change, and
by energizing action
Field Sales Managers Influencing assigned
salespeople by creating a
climate that inspires
salespeople
Salespeople Influencing customers, sales
team members, others in the
company, and channel
partners
Management
Planning, implementation,
and control of sales
management process for
entire sales organization or
large subunit
Planning, implementation,
and control of sales
management process within
assigned sales unit
Planning, implementation,
and control of sales
activities within assigned
territory
Supervision
Working with sales
administrative personnel on
day-to-day basis
Working with salespeople
on day-to-day basis
Working with sales
assistants on day-to-day
basis
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 Power and Sales Leadership

Coercive power—
Expert power—based on the based on a belief that
belief that a person has one party can remove
valuable knowledge or rewards and provide
skills in a given area punishment to affect
behavior.
Referent power—based on the Reward power—stems from
attractiveness of one party to another. the ability of one party to
It may arise from friendship, role reward the other party for a
modeling, or perceived similarity of designated action
personal background or viewpoints.
Legitimate power—
associated with the right to be
a leader, usually as a result of
designated organizational
roles. 5
 Leadership Style
A transactional leadership style is characterized as a contingent
reward or contingent punishment orientation. Sales leaders
exhibiting a transactional leadership style focus on getting
STEP 01 subordinates to perform desired behaviors and achieve high
performance levels by providing rewards and punishments

A transformational leadership style, in contrast, is represented by an

orientation toward inspiring subordinates to engage in desired
behaviors and perform at high levels. Specific aspects of a
STEP 02 transformational leadership style include articulating a vision,
providing an appropriate model, fostering the acceptance of group
goals, having high performance expectations, giving individual
support, and providing intellectual stimulation
 Sales Leadership Influence Strategies
Threats Promises Persuasion Relationships Manipulation
A manager may define a Sales managers should A persuasion-based Two kinds of In comparison to the
desirable behavior in a use incentive leverage as technique of leverage relationships can affect other techniques of
threat-based approach a framework to build will operate without the processes of control. The control, coercion does
and the penalty that promise-based use of incentive or first sort is based on the not require direct
would occur if the techniques of control.. coercive force. power of comparison. contact with the object
behavior is not of influence.
accomplished.
 Tips for More Effective
Communication
o Break down complicated o Be consistent in our tone
ideas into small parts. across our
o Where appropriate, use
communications.
“we” rather than “I” and o Be authentic in our
“you” to promote communication.
inclusion. o Be an attentive listener.

o Build suspense in our o Be honest in conveying our

communication. message and work toward
o Use alliteration, repetition, developing trust. We are not
and rhythm to add interest trying to hide negative or bad
when speaking. news.
o Apply powerful quotes to o Take a helpful approach
help effectively convey when communicating by
your message. asking the receiver how we
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can help him or her.
Coaching Areas of Focus

• Lead and Opportunity Coaching.

• Funnel or Pipeline Coaching.
• Skills and Behaviors Coaching.
• Account Coaching.
• Territory Coaching.
 How Sales Managers Can Develop Power
1. Listen to our sales team’s
wants, needs, and dreams.
2. Align the sales team with the
firm’s corporate culture.
3. Be versatile and adapt to
different situations.
4. Discover how our behavior
differs when we are busy and
avoid any of these behaviors
that are negative.
5. Learn what invigorates other
people and adapt how we are
working with them to
influence that energy.
6. Develop strong relationships
with important people in our
organization.
7. Demonstrate empathy
towards others.
8. Exhibit energy and
enthusiasm.
9. Meet key customers
and industry leaders.
10. Make appearances at
image-enhancing
events.
11. Secure support of
upper management for
sales management
programs and
activities.
12. Use one-on-one
meetings to motivate
salespeople.
13. Develop an information
management system to
minimize the flow of
irrelevant information.
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 Trait approach, which attempts to
determine the personality traits of an
effective leader. To date, trait research,
however, has not been enlightening

The behavior approach, which seeks to

catalog behaviors associated with
effective leadership, has likewise failed

Situational to identify what makes an effective

sales leader.

leadership A contingency approach to leadership

perspective recognizes the importance of the
s interaction between situational factors
and other factors. Examples include the
firm’s market orientation; sales
organization culture; company policies
and procedures; the importance of the
issue requiring attention 11
 Basic Principles of
Coaching
 Next, decide what could cause a problem. brainstorm potential ideas for the salesperson.
 Create a climate of open dialogue and shared respect in order to gain trust. Active
Listening practice.
 Win the salesperson's buy-in that there is a results issue, clarify what is realistic if action is
taken, and explain the implications of failure to make an improvement.
 Recognize variations among salespeople in individual learning and communicating styles,
be versatile, and respond accordingly.
 Provide reasonable expectations about improvements in behavior. Later, offer input on
target progression.
 Connect your coaching with the fundamental principles of the firm.
 Conversations about coaching should be engaging. Don't do the talking all.
 Keep salespeople responsible for the change recommendations agreed upon.
 o Before your meeting
o At the start of the meeting

Steps for o During the meeting

Facilitating (encouraging participation)
o During the meeting
a Sales (maintaining control)
Meeting
o At the end of the meeting
o Cautions

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 Approaches to Management Ethics
Organizational Immoral Management
Characteristics
Ethical Norms Management decisions,
actions, and behavior imply
a positive and active
opposition to what is moral
(ethical). Decisions are
discordant with accepted
ethical principles. An active
negation of what is moral is
implied.
Amoral Management
Management is neither
moral nor immoral, but
decisions lie outside the
sphere to which moral
judgments apply.
Management activity is
outside or beyond the
moral order of a particular
code. May imply a lack of
ethical perception and
moral awareness.
Moral Management
Management activity
conforms to a standard of
ethical, or right, behavior.
Management activity
conforms to accepted
professional standards of
conduct. Ethical leadership
is common on the part of
management.

Motives Selfish. Management cares
only about its or the
company’s gains.
Well-intentioned but selfish Good. Management wants
in the sense that impact on to succeed but only within
others is not considered. the confines of sound
ethical precepts (fairness,
justice, due process).
 Approaches to Management Ethics
Organizational Immoral Management
Characteristics
Goals Profitability and
organizational success at
any price.
Orientation toward Law Legal standards are barriers
that management must
overcome to accomplish
what it wants.
Strategy Exploit opportunities for
corporate gain. Cut corners
when it appears useful.
Amoral Management
Profitability. Other goals
are not considered.
Law is the ethical guide,
preferably the letter of the
law. The central question is
what we can do legally.
Give managers free rein.
Personal ethics may apply
but only if managers
choose. Respond to legal
mandates if caught and
required to do so.
Moral Management
Profitability within the
confines of legal obedience
and ethical standards.
Obedience toward letter
and spirit of the law. Law is
a minimal ethical behavior.
Prefer to operate well
above what law mandates
Live by sound ethical
standards. Assume
leadership position when
ethical dilemmas arise.
Enlightened selfinterest.
 SUMMARY
1. Distinguish between leadership, administration, and oversight of the salesforce.
2. Discuss the value of situational considerations in evaluating the most successful
approaches to sales leadership.
3. In determining the most effective approaches to sales leadership, address the
importance of situational considerations.
4. Address the importance of situational considerations in finding the most
appropriate approaches to sales leadership.
5. Explain five methods of control used in sales leadership.
6 Discuss coaching salespeople problems, holding sales sessions, and encouraging
ethical behavior. Coaching covers the salesforce's continued growth.
 Team

Shota Tatoshvili Mariam Shereshashvili Shota Chochishvili Giorgi Tkebuchava

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Thank you for your
attention