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MANAGEMENT THOUGHTS By Charles Knight There are THREE types of people in the Sales Profession 1. Those that Make Things Happen; a. Department Supervisors b. Sales Managers c. Sales Executives 2. Those that Help Things Happen; a. Administrative Assistants b. Salespeople c. Sales Trainees with a positive attitude and a willingness to learn 3. Then there are Those that Don’t Know What’s Happening; a. Negative Thinkers b. Paper Shufflers c. Those with little respect for the Sales Profession Types 1 and 2 are necessary to the success of any Sales & Marketing Teams. Type three’s best selling performance “most likely” was in landing the job. To succeed in the Sales Profession you MUST have a “Do It Now, No Excuse” attitude. The Profession of Selling is all about performance and results, nothing else counts. The Selling Profession isn’t much difference than participating in any sport, the objective is to outscore your opponent and win the game. Winning is everything, it’s the only thing, and winning by the rules of the game is the only “True Win” and, like sports, it requires the effort of the entire team. Your company as well as the World Economy depends on the successful efforts, because nothing happens in this world unless or until someone sells something. The owners of the factory as well as the workers who produce the products you sell depend on your successful efforts to support their families, and the owners of the manufacturing facility depend on you generate a profit. “Know How” in sales breeds success, and continuous study of Successful Selling Methods insures your ability to adapt to change in the market place, and if there is any one thing you can be sure of The Market Place Will Always Change. Your ability to quickly and successfully adapt to change will establish your ability to lead other people. As you continue to study Art of Salesmanship your Sales Management Thoughts will begin to develop towards a pattern of success that will not only bring you and your family financial rewards, but it can also begin to establish you as a leader in your industry. Keep in mind, many of the highest paid Executives of the World’s most prestigious companies began their illustrious careers as a salesperson, sales management and sales executive.
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Webster’s Dictionary defines MANAGER and MANAGEMENT Manager - A person who manages; especially a person who manages a business, institution, etc. Management – The act, art, or manner of managing, or controlling, directing, etc. A Manager’s Obligation is to lead other people, and to constantly work with the people under your supervision. A Manager MUST, at all times, display the qualities of abilities of leadership, salesmanship and open-mindedness. A Manager is expected to perform all the necessary requirements successfully such as; sales leadership, recruiting, training, and interviewing prospective salespeople and Newcomers to Sales. Performing all phases of the Sales Profession will make it possible for you to reach the income goals you are striving for. Successful Managers realize that their own enthusiasm will be contagious and reflected in the results achieved by their people. To be a good Manager you MUST be a GOOD LISTENER as well as a GOOD PLANNER, but above all you MUST be A DOER, not a TELLER! No one Plans to Fail, but you most likely will fail as a Salesperson and a Manager when YOU FAIL TO PLAN! EIGHT BASIC ELEMENTS OF SUPERVISION from “Dunn’s Review & Modern Industry” 1. A Supervisor must set goals for his/her people – in terms of Results, not actions. 2. A Supervisor must be responsible for training his/her people. 3. A Supervisor must check and follow up on his/her subordinate’s performance to make sure that they have a good understanding of the work they have been assigned to perform. 4. A Supervisor must discipline. This means that you must set a good example to follow. 5. A Supervisor must stimulate subordinates and motivate them to do their jobs better. 6. A Supervisor must install new company policies and new methods. 7. A Supervisor must develop his/her subordinate for promotion. 8. A Supervisor must call his/her people to account, which means complimenting in public for achievement as well as correcting them in private when they make errors. RULES FOR SUCCESS by Bernard M. Baruch · Be Quick to Praise. People like to work with people who praise them. Be sincere when doing this. · Be Polite. When you are, others will be polite to you, and that alone makes life a little bit easier. · Be Helpful. This is the first definition of success as well as common courtesy. · Be Cheerful. There are enough crepehangers around without adding to the list. · Don’t Be Envious. By far, the better way is to assume what the other person does, you can do as well or better. Remember, as a supervisor, just as a coach, you could very well be in the process of developing of the world’s next superstar. Webster’s Dictionary defines ENTREPRENEUR Entrepreneur - A person who organizes and manages a business undertaking. Certainly we are all entrepreneurs and are rewarded in direct proportion to our ability to organize and manage. |
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From the Harvard School of Business “In a sense we can view the entrepreneur in business today as a person who practices the ART of business. He constantly seeks new relationships with his environment. He conjures up new configurations of facts and ideas. He dreams and he makes his dreams into reality. And in the process, he leads. He convinces others of the value of their goals. His energy and dedication attract others to join in his undertakings. The entrepreneur is intellectually and emotionally oriented to the future. To him, what is is obsolete. He seeks to control his environment, not to resist it. He works harder and longer than other men but does not call it work because he enjoys it so much. He is a risk taker, but he can relax amid tension because his security lies in his confidence in his ability to think creatively and constructively. He is likely to be indifferent to the pipe-and-slippers or cigar-and-brandy concept of security, and to create havoc in an environment where systems, procedures and work measurement techniques are prized.” Use this reprint from the Harvard School of Business as the basis for your next sales meeting. There’s a tremendous amount of good information in this article for the modern entrepreneur who typically works in the unstructured environment as an Independent Contractor to the Direct Sales Business. 1. Practicing the Art of Business. 2. Dreaming, and making dreams into realities. 3. Convincing others of the value of their goals. 4. Energy and dedication attract others to join in their undertakings. 5. Importance of being intellectually and emotionally oriented to the future. 6. Working harder and longer than others, but not calling it works. 7. Taking risks. 8. Confidence in ability to think creatively and constructively. 9. Indifference to the outdated concept of security. 10. Controlling the environment – not trying to resist it. HOW’S YOUR ATTITUDE TOWARDS OTHER PEOPLE? Our attitude toward other people, places and things are an all important part of our make-up, along with how we view our situation and how well adjusted we are to the world in which we live. |
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ANSWERS TO MANAGEMENT As a guide to your thinking, we would like to suggest a few questions, with no answers, for you to ponder. Perhaps as you consider your answers you will see some opportunities for the change that will be an improvement. 1. How willingly do you accept criticism? 2. Can you argue without anger? 3. Will you own up to a mistake? 4. Are you charitable of the obvious shortcomings of others? 5. Do you patiently take your turn? 6. How about sharing your best sales or management ideas with others? 7. Do you readily seek the counsel of others, admitting they know more than you do about a particular subject? 8. Do you receive real pleasure out of seeing others succeed? 9. Can you take advice, coaching, instruction, especially from someone younger in years than you? 10. Are you good natured about a decision that goes against you? 11. Are you open-minded enough to try another’s method? 12. Are you completely loyal to your company? 13. Would you rather “let Joe do it” than pitch in and help? 14. Do you feel that your work is for the good of the team, or for your own good? 15. Will you work a long day when you know, only you, will know that you’ve done it? 16. Do you think you know or do you care what other people think of you and your performance? 17. Is your spouse or significant other behind or against your work efforts? |
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IMPORTANT CHARACTERISTICS FOR SUCCESSFUL MANAGEMENT Character – It’s important to be honest and dependable, not bridle. Can you accept criticism or suggestions from above or below your management level on a business level and not crack, falter or weaken. Courage and conviction will push you towards any problem needing a solution. Desire – It’s important to have a deep, ever present, burning desire to achieve success. It should be so dynamic that you will not be willing at any time to postpone the doing of things that need to be done now. Your desire must be the kind that drives you to pay the price of true leadership. Intellectual Competence – It’s important to have native intelligence so to think clearly and concisely about the business and company problems, and to be able to absorb and apply company policies and plans. You should be able to solve problems and never be the one to make problems for your superiors. You must be willing and able to make decisions well and quickly based on the facts and your good judgment. Personal Relations – You should understand, know and be able to apply rudiments of human engineering, as well as possess workable knowledge sufficient to lead and inspire your people. You must be able to resist temptation to do things that will be harmful to the morale of your team, and understand human nature well enough to be able to keep your team working together successfully. Sound Planning Capacity – To build a connected, integrated program or plan which keeps the attention focused on several important factors concurrently, you need to be able to think straight. Plan your work and work your plan, be open to adjustments and drive toward a successful conclusion, meeting all deadlines. Responsibility – You must be able to assign and delegate responsibility as well as authority, and be willing, able and capable to handle the responsibility to get the job done on schedule. Follow Through – Buttressed by good health and above average energy and ambition, you must have an unswerving singleness of purpose and the persistence to stick to and charge on with bulldog tenacity towards the completion of current and long-range tasks. |
