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Casual Articles - Sales And Leadership: The Differences That Matter
Crisis management is something that every individual needs to consider. Whether you are preparing yourself for a crisis situation or if you are responsible for a school full of children, it is necessary to be prepared. There are excellent resources to help you do this and it also helps to take a good look at your individual situation. There are many types of crisis management situations and we will discus that here.Business Related Crisis Management:• Public relation crisis: Could you be involved in negative publicity? It could destroy a company. Preparing for it is necessary.• Financial crisis: Probably the most important type of crisis manageme
(2) Sales people get people to do what they want to do. Leaders aim to get people to do what they may not want to do and be ardently committed to doing it. Having people get out of the status quo to achieve great results means challenging them to be uncomfortable, do things in new ways, learn new skills, and take on perplexing tasks. Good leaders live by the rule that it is better to do the new, right things in the temporarily wrong ways than to do the old wrong things in the right ways.
(3) Sales peopl
Accounts receivable funding, also known as factoring, continued an upward trend in 2005 with volume exceeding $112 billion. This represented a 9.3% increase over the prior year, which is the strongest year to year growth rate since 2000. In fact, only 2001 was the only year in the past 20 that factoring volume did not rise. A/R funding continues to be an accepted part of financing, but according to the Commercial Finance Association’s Annual Asset Based Lending and Factoring 2005 Survey, two thirds of the volume came from the northeast and southeast parts of the country. The northeast is the major region for factoring volume with 42% of the total.The survey indic
Being a sales person can provide a poor foundation for leadership. Because leading and selling, though they share certain qualities, are different activities. Most people go along in their jobs and careers without thinking through those differences and thus mix up the two in self-defeating ways.
I've seen good sales people fail when moved into leadership positions; and conversely, good leaders fail when they become sales people or use certain sales techniques to lead.
In both cases, they misunderstood the differences or missed them altogether and so couldn't align their words and actions to take advantage of those differences. You can manifestly improve your leadership and sales skills by understanding what such differences are.
Clearly, on the surface, both sales and leadership focus on ways to influence people to take action. Both sales people and leaders must be knowledgeable, skillful, enthusiastic, and convincing.
However, when we drill down into the functions of the relationships involved in selling and leading -- getting customers to purchase products or services as opposed to getting people to achieve organizational results -- the differences emerge.
Here are three defining differences between sales and leadership that can help you both as a sales person and a leader. Note the differences are variations on a single, decisive theme.
(1) Sales people must satisfy customers. Leaders often have to dissatisfy the people. People in most organizations are in thrall to a powerful force, the status quo. The status quo is simply the existing state of an organization. You might ask, "What's wrong with the existing state of an organization?" My response is, "A great deal." In fact, the status quo of any organization is almost always wrong.
The trouble with the status quo isn't that it gets poor results. After all, if you know you're getting poor results, you can do something about it. You can start taking steps to turn them into good results. The trouble with the status quo is that it gets mediocre results but represents them as good results. And poor results are less harmful to an organization than mediocre results misrepresented as good results.
Leadership is not about maintaining the status quo (as management does), it's about transforming the status quo to achieve big increases in results. Such transformation cannot be accomplished unless and until people are infused with a powerful dissatisfaction with the way things are. Sales people want customers to like them; but leaders may have to get some people angry with them and what they are challenging them to do. (If they don't have some of the people angry with them, those leaders might not be challenging all the people enough. Though watch out when you have ALL of the people angry with you.)
(2) Sales people get people to do what they want to do. Leaders aim to get people to do what they may not want to do and be ardently committed to doing it. Having people get out of the status quo to achieve great results means challenging them to be uncomfortable, do things in new ways, learn new skills, and take on perplexing tasks. Good leaders live by the rule that it is better to do the new, right things in the temporarily wrong ways than to do the old wrong things in the right ways.
(3) Sales people
Whether you are moving your office to a new location, larger or smaller, or you are simply looking for a way to maximize your current space, you will likely need to purchase new office cubicles and systems furniture. You may not be aware that there are many ways that you can save money when purchasing new office cubicle components and managing their layout, while at the same time maintaining employee satisfaction and increasing workplace efficiency.Turn Hard Wall Offices into Office CubiclesFirst of all, there is a misconception that if you are coming out of a hard wall office into a space in which you will use office cubicles, you will need to establis
Clearly, on the surface, both sales and leadership focus on ways to influence people to take action. Both sales people and leaders must be knowledgeable, skillful, enthusiastic, and convincing.
However, when we drill down into the functions of the relationships involved in selling and leading -- getting customers to purchase products or services as opposed to getting people to achieve organizational results -- the differences emerge.
Here are three defining differences between sales and leadership that can help you both as a sales person and a leader. Note the differences are variations on a single, decisive theme.
(1) Sales people must satisfy customers. Leaders often have to dissatisfy the people. People in most organizations are in thrall to a powerful force, the status quo. The status quo is simply the existing state of an organization. You might ask, "What's wrong with the existing state of an organization?" My response is, "A great deal." In fact, the status quo of any organization is almost always wrong.
The trouble with the status quo isn't that it gets poor results. After all, if you know you're getting poor results, you can do something about it. You can start taking steps to turn them into good results. The trouble with the status quo is that it gets mediocre results but represents them as good results. And poor results are less harmful to an organization than mediocre results misrepresented as good results.
Leadership is not about maintaining the status quo (as management does), it's about transforming the status quo to achieve big increases in results. Such transformation cannot be accomplished unless and until people are infused with a powerful dissatisfaction with the way things are. Sales people want customers to like them; but leaders may have to get some people angry with them and what they are challenging them to do. (If they don't have some of the people angry with them, those leaders might not be challenging all the people enough. Though watch out when you have ALL of the people angry with you.)
(2) Sales people get people to do what they want to do. Leaders aim to get people to do what they may not want to do and be ardently committed to doing it. Having people get out of the status quo to achieve great results means challenging them to be uncomfortable, do things in new ways, learn new skills, and take on perplexing tasks. Good leaders live by the rule that it is better to do the new, right things in the temporarily wrong ways than to do the old wrong things in the right ways.
(3) Sales peopl
What is a Brand?Brand is an identification of a company and its products. It can be in the form of logo, symbol, color or just a name. This identification helps distinguish itself among its competitors.Creation of brand is not just creating a logo or byline statement or a symbol. It is the creation of experience, which would make the customer, want more and more of it. An experience, which can create strong positive emotions, something that can lead the customer to trust and become loyal to it. First thing that qualifies a company or product to be a brand is the ability to create emotions. Brand has to be associated or should trigger emotions.es and leadership that can help you both as a sales person and a leader. Note the differences are variations on a single, decisive theme.
(1) Sales people must satisfy customers. Leaders often have to dissatisfy the people. People in most organizations are in thrall to a powerful force, the status quo. The status quo is simply the existing state of an organization. You might ask, "What's wrong with the existing state of an organization?" My response is, "A great deal." In fact, the status quo of any organization is almost always wrong.
The trouble with the status quo isn't that it gets poor results. After all, if you know you're getting poor results, you can do something about it. You can start taking steps to turn them into good results. The trouble with the status quo is that it gets mediocre results but represents them as good results. And poor results are less harmful to an organization than mediocre results misrepresented as good results.
Leadership is not about maintaining the status quo (as management does), it's about transforming the status quo to achieve big increases in results. Such transformation cannot be accomplished unless and until people are infused with a powerful dissatisfaction with the way things are. Sales people want customers to like them; but leaders may have to get some people angry with them and what they are challenging them to do. (If they don't have some of the people angry with them, those leaders might not be challenging all the people enough. Though watch out when you have ALL of the people angry with you.)
(2) Sales people get people to do what they want to do. Leaders aim to get people to do what they may not want to do and be ardently committed to doing it. Having people get out of the status quo to achieve great results means challenging them to be uncomfortable, do things in new ways, learn new skills, and take on perplexing tasks. Good leaders live by the rule that it is better to do the new, right things in the temporarily wrong ways than to do the old wrong things in the right ways.
(3) Sales peopl
Just happens to be public relations activity that alters individual perceptions leading directly to changed behaviors. PR pulls that off by persuading a manager’s key outside audiences with the greatest behavior impacts on the organization, to its way of thinking. Then it moves those external stakeholders to take actions that help the organization succeed.I don’t believe public relations can deliver much more than that.Not surprisingly, PR runs best on its own fundamental premise that gets everyone working towards the same external audience behaviors. Insuring that your PR effort stays focused, the blueprint goes like this: People act on their own pe
Leadership is not about maintaining the status quo (as management does), it's about transforming the status quo to achieve big increases in results. Such transformation cannot be accomplished unless and until people are infused with a powerful dissatisfaction with the way things are. Sales people want customers to like them; but leaders may have to get some people angry with them and what they are challenging them to do. (If they don't have some of the people angry with them, those leaders might not be challenging all the people enough. Though watch out when you have ALL of the people angry with you.)
(2) Sales people get people to do what they want to do. Leaders aim to get people to do what they may not want to do and be ardently committed to doing it. Having people get out of the status quo to achieve great results means challenging them to be uncomfortable, do things in new ways, learn new skills, and take on perplexing tasks. Good leaders live by the rule that it is better to do the new, right things in the temporarily wrong ways than to do the old wrong things in the right ways.
(3) Sales peopl
There is no denying that those who do well in life have networked in some form or another.Networking does not only apply to what most people consider MLM or multi-level marketing,but also to anyone who establishes contacts for the purpose of expanding and strengthening their business connections. So when one takes an in depth look at all types of businesses, including the financial sector such as banks, everyone networks in some way, even the job hunter who sends hundreds of applications to his or her favorite placement agency.This then brings us to the topic in question. It is widely recognized that direct marketing is a closely related to network marketing.
(2) Sales people get people to do what they want to do. Leaders aim to get people to do what they may not want to do and be ardently committed to doing it. Having people get out of the status quo to achieve great results means challenging them to be uncomfortable, do things in new ways, learn new skills, and take on perplexing tasks. Good leaders live by the rule that it is better to do the new, right things in the temporarily wrong ways than to do the old wrong things in the right ways.
(3) Sales people must counteract bad feelings on the part of customers. Leaders may have to live with and even accept bad feelings on the part of the people while getting them to move toward their organization's greater goal. When you lead people to go to the metaphorical mountain, for instance, many of them will want to go to the nearby hill or to stay where they are. Standing pat is more comfortable and less risky than going to the mountain. But the organization badly needs them to move to the mountain. That's where leadership comes in. In sales, you hop on people's disapproval right away and try to mitigate or eliminate it. However, in leadership getting people to change from standing pat to being the cause leaders of going-forth can involve having to temporarily put up with their initial misgivings or even their outright defiance. A CEO told me, "The hardest thing I've had to learn as a leader is grace under pressure. How to keep focused on our company's objectives while weathering the criticisms from the inevitable naysayers."
Keep in mind that despite their differences, sales and leadership share useful similarities. Many sales techniques, especially with the art of persuasion, can be effectively used in leadership. Conversely, many leadership methodologies can be used in sales. My article on "Stepping Up Sales Results Using A Leadership Process" shows how. http://www.actionleadership.com/articles/0030.html
2006 © The Filson Leadership Group, Inc. All rights reserved.
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