Principles of Sales Leadership

I have a hard drive filled with every manual and training aid I used while in the Army. Most of it I'll never have any use for in the future, other than for the reason of reflecting back on the 'good old days' but there are folders and documents I look into on a regular basis. One of the folders is called "Leadership". I can hear you already. 'not another post about leadership!' But believe me, leadership is that important. One of the files caught my attention. Actually I shared the files with my Director of Sales who loves to ask questions and hear my war stories, he made a comment on this document and it sparked a conversation, so I feel compelled to write about it.

As you can tell from the title this is about the principles of leadership, Author unknown. My Director (I'll call him "D" since he may not want his name posted in my blog) said that these principles are just as important to know in business as they are on the battlefield because if you lose sight of any of them you are doomed for failure. I've modified the military version for use on a sales floor.

1-1. GENERAL. Leadership is the most essential element of sales power. Leadership provides purpose, direction, and motivation in sales. The leader determines the degrees to which maneuvers, engagements, and protections are maximized, ensures these elements are effectively balanced, and decides how to bring them to bear against the competition.

a. PRINCIPLES OF LEADERSHIP.

(1) BE -

(a) Technically and tactically proficient: Can accomplish all tasks to standard that are required to accomplish the corporate mission.

(b) Possess professional character traits: Courage, Commitment, Candor, Competence and Integrity.

(2) KNOW -

(a) Four major factors of leadership and how they affect each other: The Led, The Leader, The Situation, and Communications.

(b) Yourself and seek self-improvement: Strengths and weaknesses of your character, knowledge, and skills. Continually develop your strengths and work on overcoming your weaknesses.

(c) Your sales reps and lookout for their well-being. Train them for the rigors of sales, take care of their physical/safety needs, and discipline/reward them.

(3) DO -

(a) SEEK RESPONSIBILITY and TAKE RESPONSIBILITY FOR YOUR ACTIONS: Leaders must exercise initiative, be resourceful, and take advantage of opportunities on the sales floor that will lead to victory. Accept just criticism and take corrective actions for mistakes.

(b) MAKE SOUND AND TIMELY DECISIONS: Rapidly assess the situation and make sound decisions. Gather essential information, announce decisions in time for sales reps to react, and consider short/long-term effects of your decision.

(c) SET THE EXAMPLE: Be a role model for your sales people. Set high, but attainable standards, be willing to do what you require of your reps, and share dangers and hardships with them.

(d) KEEP YOUR SUBORDINATES INFORMED: Keeping your subordinates informed helps them make decisions and execute plans within your intent, encourage initiative, improve teamwork, and enhance morale.

(e) DEVELOP A SENSE OF RESPONSIBILITY IN SUBORDINATES: Teach, challenge, and develop subordinates. Delegation indicates you trust your subordinates and will make them want even more responsibility.

(f) ENSURE THE TASK IS UNDERSTOOD, SUPERVISED, AND ACCOMPLISHED: Sales people need to now what you expect from them: What you want done, what the standard is, and when you want it.

(g) BUILD THE TEAM: Train and cross train your sales people until they are confident in the team's technical/tactical abilities. Develop a team spirit that motivates them to go willingly and confidently into sales.

(h) EMPLOY YOUR UNIT IN ACCORDANCE WITH ITS CAPABILITIES: Know the capabilities and limitations of your team. As a leader you are responsible to recognize both of these factors and employ your sales team accordingly.

Seems simple enough. BE, KNOW, DO. But it's surprising that some leaders don't know how to BE, couldn't tell you what they should KNOW, and don't DO anything.