The prospect of change stimulates apprehension, misgivings, and fear or resistance to many employees.
The following are common reasons why employees resist change. There are also suggested solutions that can be applied by superiors: Read the rest of this entry »
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Whenever a group achieved an outstanding performance, it is usually the result of a real spirit of teamwork. On the other hand, when a group’s performance falls below expectation, it is obvious that the group has no teamwork at all. Read the rest of this entry »
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NEW YORK (Xinhua) – Bank of America (BOA) announced Monday to sell roughly 13.1 billion common shares of China Construction Bank Corporation (CCB) to generate approximately 8.3 billion dollars of cash.
The sale accounted for about half of BOA’s current hold of CCB’s shares.
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There are specific strategies and skills that are essential in helping managers to effectively cope with the changing environments and job related pressures and some of these are the following:
- By creating a “shockproof” communication structures. Communication lines must be made available in order to always be the first and not the last to know when something happens in the workplace. It is advisable for people who are able to spot and report about the problems before they become crises should be given due recognition and reward. Educate subordinates about “bad information” to be probably more important than “good information”.
- By developing the skill of seeing things as other people do. Only by being able to identify with others, trust and confidence can be won. Only by seeing their problems from their point of view one can hope to win their cooperation in solving those problems.
- By maintaining “reality-sense”. A manager must be able to see the big picture in order to understand the role in the larger organizational plans of action. Develop the ability to have a clear perspective from different points of view, that is, from the superiors, from the subordinates and from peers.
- By practicing the skills necessary to achieve these strategies. Relevant information is critical for making good decision, do at least three times as much listening as talking, better ask questions than answering and paying closer attention to what people mean to say than to the words they say.
As leader of a sales team, a sales manager is expected to motivate in order to achieve sales goals, to manage and solve problems fast and objectively, to fairly discipline erring subordinates. Most importantly, sales managers need to inspire teamwork and cooperation while maintaining the interest of every member to perform their best.
Enumerated is the second and last series of some pointers which can help a sales manager to also become an effective leader:
- Encourage salespeople to set their own goal. Salespeople usually set their personal goals higher than what the manager does.
- Have salespeople write down their goals;
- Work with the salespeople to make sure their set goals are realistic and attainable.
- Conduct joint field activities with the salespeople at least once a week.
- This will give the opportunity to see how they are doing with their sales presentations.
- Give feedback whether it being positive or negative. Commend what they are doing right and correct what they are doing wrong.
- Show genuine interest in what they are doing.
- Do the power of role playing. Sales meeting should be for learning and practicing sales techniques. Role playing should involve everyone and promote team spirit as it educates.
- Handle conflicts between two people objectively. Bring them together in the office so that they can both tell their stories in front of each other. As a result, be able to gather a more truthful version of the situation and eliminate back stabbing and rumor mongering.
- Have salespeople listen to sales or motivational tapes in sales meetings. This can help boost their morale particularly when faced with rejection.
The new breed of sales managers see situation in a broader scope than the salespeople does. Authoritative style does not work anymore to today’s salespeople. The salespeople of today respond to a teacher, a team builder, a coach.
Read: Attention: Sales Managers – Part 1
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