the pennsylvania state university the graduate school an
TRANSCRIPT
The Pennsylvania State University
The Graduate School
Department of Learning and Performance Systems
AN INITIAL COMPETENCY MODEL FOR SALES
MANAGERS AT FIFTEEN B2B ORGANIZATIONS
A Dissertation in
Workforce Education and Development
by
Monica J. Favia
Submitted in Partial Fulfillment
of the Requirements
for the Degree of
Doctor of Philosophy
May 2010
The dissertation of Monica J. Favia was reviewed and approved* by the following:
William J. Rothwell
Professor of Education
Dissertation Advisor
Chair of Committee
Wesley E. Donahue
Associate Professor of Management Development
Linda K. Trevino
Distinguished Professor of Organizational
Behavior & Ethics
Edgar P. Yoder
Professor of Agricultural and Extension Education
Richard A. Walter. Associate Professor of Education Professor-in-Charge of Workforce Education and Development,
*Signatures are on file in the Graduate School
iii
ABSTRACT
The purpose of the study was to develop an initial competency model
necessary for success in the sales manager‟s job in the business to business market.
The findings indicate that the initial competency model for sales managers has
thirty-two competencies and six competency clusters including, relationship
building, planning, monitoring, directing, evaluating and rewarding. The initial
competency model developed here gives support to the argument that sales is
moving from a transactional approach to a relationship approach. Therefore,
attention needs to be given to developing the relationship orientation skills of sales
managers. Relationships are being sought by both suppliers and customers as a
way of assuring a consistent, quality supply and future business. This is
evidenced by Trent (2005) writing from the buyers point of views who states, “A
diverse set of research shows relationships matter to the point where they can be a
source of competitive advantage,” (p. 54). Trent (2005) goes on to say,
“relationships matter because almost every industry is facing changes that make
suppliers a critical part of the firm‟s value chain,” (p. 55).
The findings indicate that coaching and ethical behaviors are of particular
importance to sales managers and care should be taken to fully develop these
competencies. This is particularly important in light of the study conducted by
Managing Training & Development, (2005) that found that respondents
cited the lack of such skills as the primary reason for a sales leadership failure. A
cross-functional mentoring program may be one method to develop coaching and
relationship building skills. Ethics training can be conducted in the traditional
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manner using case discussions and/or role-plays with ethical dilemmas. Promotion
criteria should also be restructured to reflect relationship skills, coaching and
ethical behavior.
Additional research should be conducted to confirm the initial model using
another method. Additional research should also be conducted to determine the
current contents of training programs for sales managers. Finally, research should
be undertaken to finally answer the question of do the best salespeople make good
sales managers.
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TABLE OF CONTENTS
Chapter Page
LIST OF FIGURES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ix
LIST OF TABLES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . x
1. INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Historic Perspective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Background of the Problem . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Statement of the Problem . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Purpose of the Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Research Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Basic Assumptions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Limitations of the Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Significance of the Research . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Definition of Terms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Theoretical Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14
Organization of Subsequent Chapters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
2. REVIEW OF THE LITERATURE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
Organization of the Chapter. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
Overview of Sales Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
Competencies of Sales Managers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
Sales Manager Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
Industry/ Selling Situation Differences . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
Personality and Competencies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45
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Chapter Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48
3. DESIGN AND METHODOLOGY. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49
Organization of the Chapter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49
The Purpose of the Study. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49
Research Question . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .49
Design of the Study. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49
Qualitative vs. Quantitative Design Choice . . . . . . . . . . . . . . . . . . . . . 49
Review of Research Designs Used to Examine Competencies . . . . . . 52
Conduct of the Study. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59
The Sample . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71
Chapter Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73
4. RESULTS AND DISCUSSION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .74
Organization of the Chapter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74
The Purpose of the Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74
Research Question . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74
Sales Manager Competencies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74
Satisfaction Through Others . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 78
Relationship Orientation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79
Coaching and Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 82
Results Oriented . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .85
Know When to Take Action . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87
Adaptability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 88
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Communication and Listening . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90
Empathy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91
Teamwork Oriented . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93
Other Competencies Consistent with Relationships . . . . . . . . . . . . . . . .95
Other Competencies Consistent with Planning . . . . . . . . . . . . . . . . . . . 97
Other Competencies Consistent with Rewarding . . . . . . . . . . . . . . . . . 100
Selling Situation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106
Chapter Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 111
5. SUMMARY, CONCLUSIONS, RECOMMENDATIONS . . . . . . . . . . . . . . . 112
Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 112
Conclusions for Research Question . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 115
Conclusions and Reflections not Reflected by Research Questions . . . . . . . . . 118
Implications for Practitioners . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 120
Recommendations for Future Research . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 124
Summery and Conclusions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 129
References . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 131
Appendix A: Interview Protocol . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .142
Appendix B: Codes and Definitions Including
Number of References and Sources. . . . . . . . . . . . . . . . . . . . . . 144
Appendix C: Informed Consent Form. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 155
Appendix D: Codes and Corresponding Data. . . . . . . . . . . . . . . . . . . . . . . . . 158
Appendix E: All Codes and Quotations. . . . . . . . . . . . . . . . . . . . . . . . . . . .229
viii
LIST OF FIGURES
FIGURE Page
Figure 1. “How sales leaders spend their time” . . . . . . . . . . . . . . . . . . . . . . . 20
Figure 2. “Steps in the Study Design” . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .61
ix
LIST OF TABLES
TABLE Page
Table 1. Competencies of Managers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
Table 2. Promotion Criteria for Sales Managers. . . . . . . . . . . . . . . . . . . . . . . .26
Table 3. Overlap of Competencies and Promotional
Criteria for Sales Managers . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
Table 4. Competency Development Framework for Sales Professionals . . . . 29
Table 5. Overlap of Competencies and Promotional Criteria
for Sales Managers and Competencies of Salespeople . . . . . . . . . . 32
Table 6. Contents of Training Programs . . . . . . . . . . . . . . . . . . . . . . . . . 34
Table 7. Overlap of Competencies; Promotional Criteria for Sales Managers
and Contents of Training Programs for Sales Managers. . . . . . . . . .37
Table 8. Top Ten Categories of Competencies Cited by Sources . . . . . . . . . 76
Table 9. Initial Competency Model for Sales Managers . . . . . . . . . . . . . . . . 103
Table 10. Competencies of Sales Managers and Contents
of Training Programs. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .103
x
ACKNOWLEDGEMENTS
I would like to acknowledge all my committee members for their advice and
insights in conducting the research for my dissertation and the completion of the final
writing. In particular I would like to thank Drs. Rothwell and Yoder for their written
comments though the revision process.
I also would like to thank Dr. Anita Whiteford for her assistance in the design of
the study. Gratitude is also extended to my colleagues Drs. Laureen Powell, Joan Benek-
Riveria, and Steven Markell for their review of the final written paper and all their
suggestions.
I want to extend a special thank you to my husband, James D. Davis for his
support, love and understanding as I completed class work and this research project.
Last but not least, I‟d like to acknowledge the time all the participants in this study
extended to me. Without their cooperation it would not have been possible.
1
Chapter 1
INTRODUCTION
Historic Perspective
Sales represents a company‟s very life blood, without the revenue
generated by sales a company cannot exist. The people responsible for generating
those sales are salespeople and indeed the majority of companies and researchers
recognize the critical nature of the job. More money is spent training salespeople
than any other job (Johnston and Marshall, 2006). Many firms spend between
$11,000 and $28,000 or more to train each new salesperson ( Dubinsky, Anderson
& Mehta, 1999). The text, Management of a Sales Force, 11th Ed. by Spiro,
Stanton and Rich (2003) citing Dartnell‘s 30th
Sales Force Compensation Survey,
reports that on average companies spend $7,079 per year to train newly hired
salespeople and $4,032 per year for ongoing training. Yet, the same text does not
discuss organizational training of sales managers. Researchers also recognize the
critical nature of the job and a considerable stream of research has focused on the
training of salespeople. For example a subject search of ABI-inform database
using the key words training salespeople as the subject key words results and 136
articles in scholarly journals. (For a thorough discussion of salesperson training
trends and research see Cron et al., 2005.) These salespeople are led and managed
by a sales manager, yet the same search using the subject key words training and
sales manager results in 32 documents. The sales manager is responsible for
handling the entire interface with the customer; motivating leading, and controlling
the sales force; and strategic planning among other responsibilities. Czinkota,
2
Kotabe, and Mercer (1997) have written: "In many respects sales team
management has been a neglected element of management training, yet the sales
manager's responsibility-managing the entire interface with the customer-is
probably the most critical of all in terms of ultimate success for the organization"
(p.494). Yet given the importance of this position, most sales managers receive
little or no training, according to the most recent study on training sales managers.
Piercy, Cravens & Lane (2007) state that:
Importantly, the training of sales managers is too often neglected
in companies. Sales managers frequently comment that
they receive little or no training/development to assist them
in their management responsibilities (p. 23).
According to Anderson, Mehta and Strong (1997), 57% of their respondent sample
"indicated that their firms did not provide sales management training programs for
sales managers" (p.4). These findings are consistent with earlier studies. Indeed
According to Anderson, Mehta and Strong (2001), despite the importance of
training sales managers, past research is generally woefully inadequate with
respect to providing guidance in the design and implementation of sales manager
training programs. Sales organizations may well be left to their own devices when
seeking answers to the following key questions:
- What format should be used to deliver the training (e.g.
written material, on-the-job)?
- Where should the training be held (e.g. company facilities,
non-company facilities)?
3
- Who should provide the training (e.g. line or staff personnel,
outside trainer)?
- What instructional method should be utilized (e.g. case
studies, role playing)?
- What should the content of the training program be (e.g.
topics on forecasting, budgeting)?
Answers to these questions are virtually non-existent (p. 27).
The purpose of this study is to define the content and competencies of the
sales manager‟s job as an important first step in answering the last question – What
should be the content of the training program.
Background of the Problem
Research focusing on sales managers and his/her performance and selection
is scarce. There has been some limited research looking at the traits or
characteristics related to sales manager selection from the perspective of the
salespeople (Dubinsky & Ingram, 1983) and from human resource managers
(Guest & Meric, 1989). While there are several textbooks written about sales
management there is little empirical work done exploring the nature of the sales
management job. Ingram et al., 2005; Anderson, Mehta & Stong 1997; Magrath,
1997; Anderson, 1996 all discuss the changes and challenges that face today‟s
organizations focused around an increasingly complex work environment, yet they
also point out that no empirical work done to determine just how this has affected
the sales manager‟s job. A simple search of Amazon.com returns many pages of
books about sales, selling, and how to sell. Search Amazon.com for sales
4
management or sales managers and only two-or three pages are returned. Also as
stated earlier a subject search of ABI-inform database using the key words training
salespeople as the subject key words results and 136 articles in scholarly journals.
The same search using the subject key words training and sales manager results in
32 documents.
None of the previously mentioned studies attempts to determine if there
was a difference in the sales manager‟s job if the product was a consumer good, a
service or an industrial product or if the nature of the sale is transactional or
relationship-based. Only two studies have been done to determine if the
salesperson‟s job is different depending on the nature of the product. Dubinsky
and Rudelius (1980-81) determined that there was a difference between selling
industrial products and services. Deutscher, et al (1982) found that when
comparing industrial goods and consumer goods sales people in territory
management there was significant difference between the two in the use of
information and in planning. Additionally, Ingram, et al. (2005) suggest that as the
product offering becomes more complex and is adapted to the unique needs of
each customer, it may be that managers will no longer be able to effectively
manage the sales force due to a lack of technical competence and awareness of the
unique needs of each customer. This may be particularly true of certain
classifications of industrial products such as capital goods. One study, done by
Piercy, Cravens & Lane (2007) examined the relationship between salesperson
effectiveness and management control by the nature of the selling situation. The
selling situation itself may have an effect on the sales manager‟s job. In order to
5
devise relevant training programs the nature of the sales manager‟s job must be
fully understood.
There has not been a recent comprehensive study done defining sales
managers‟ competencies, only Boyatzis (1982), Dubinsky and Ingram, (1983) and
Spencer and Spencer (1993) have done any work that attempts to define
competencies for sales managers. Boyatzis (1982) did an excellent study
examining the competencies of managers as a whole, but did not break-out the
different types of managers. According to Deeter-Schmelz, Goebe, & Kennedy,
(2001), “to accept these general competencies as significant for the role of sales
managers, one must infer that the salient characteristics of managers in general are
similar to the characteristics of sales managers, a notion that is not supported with
empirical evidence” (p. 230). Dubinsky and Ingram (1983) looked at important
qualifications and characteristics of first-line sales managers. Early studies such as
this often refer to characteristics of a successful individual in a particular job.
Boyatis (1982) states that the purpose of his study is “to determine which
characteristics of managers are related to superior performance…” Spencer and
Spencer (1993) using secondary data developed a short generic list of sales
manager competencies.
A study by Rothwell, Donahue & Park (2002) was done to determine the
competencies and training needs of salespeople. Their study used several sources
of data including; a survey, personal interviews, focus groups, a literature review
and personal experience (Rothwell, Donahue & Park, 2002). However, as is
obvious Rothwell, Donahue & Park‟s (2002) study examines the competencies of
6
sales people not sales managers. In addition the Gulas Group, on its web site,
gulasgroup.com lists 21 core competencies of successful sales managers, however,
they do not specify, who collected the data nor how it was collected.
While there have been published studies on the competencies of managers
one problem exists, "It still remains the case that a precise and widely-accepted
definition of competencies continues to elude both those researching in the field
and the trainers themselves" (Jubb & Robotham, 1997, p.171). As Jubb and
Robotham (1997) said:
Although different meanings can be attached to the concept of
competence, this has not prevented these terms from being used
almost interchangeably. Does competence refer to identifiable
management skills, or is it related to a pattern or patterns of
effective behavior? The result being that one measure of
performance used with in a particular organization that is based
on competence, could relate to an entirely different concept to
that being used for performance measurement within another
organization (p. 171).
Indeed the problem still exists in the literature. Naquin and Holton (2006)
state that "competency represents the synthesis of a variety of skills, technologies,
and knowledge streams" (p. 146). Levenson et al (2006) say "Specifically,
'competencies' in this study refer to the observed competency level (beginning,
intermediate, advanced) that managers occupy as a result of a competency
evaluation system" (p. 361). Indeed Stewart and Hamlin (1992) said "There are too
7
many definitions [of competence] to repeat them all here. What is clear from any
rational assessment is that confusion reigns" (p. 23). In Rosenbaum‟s (2000) study
of the emerging competencies of successful salespeople, the term competency was
not defined at all. In Draganidis and Mentas‟ (2006) review of competency
approaches they listed 12 different definitions of competency that have been used
in the literature. This presents a problem for the researcher trying to determine
what exactly has been found about managerial competencies.
As stated in later in this chapter for the purposes of this study competency
will be defined as the underlying characteristics of an individual including but not
limited to the knowledge and skills that contribute to an individual‟s ability to
perform a “specific job.” This definition draws on the work of Boyatzis (1982),
Klemp (1980) and Spencer and Spencer (1993). This definition was chosen
because it represents the definition of competency by those who have pioneered
the field.
Statement of the Problem
To remain competitive in an increasingly competitive market place sales
organizations rely on a top performing sales force. That sales force is managed by
a sales manager and his/her ability to guide that sales force will ultimately affect
the organization‟s revenue.
At present little is known about the changing nature of the sales manager‟s
job. While some work has been done to determine competencies of sales
managers, the research is dated and generic in nature.
8
Purpose of the Study
The purpose of the study is to develop an initial competency model
necessary for success in the sales manager‟s job in the business to business market.
Research Question
In order to investigate the relationship of the sales manager‟s job content
and the content of training programs, the current study sought to answer the
following questions:
What are the minimum competencies for success in the sales manager‟s job in
the business to business market?
Basic Assumptions
In order to develop and initial competency model of sales managers in the
business to business market, it is assumed that qualitative methods using the
Behavioral Event Interview is the best method to capture what effective sales
managers believe to be the important competencies of the sales manager‟s job.
It is assumed that the population of sales managers will be diverse. Finally,
only sales managers who supervise a sales force that sells in the business to
business market will be studied.
9
Limitations of the Study
The individuals chosen for the interviews are those who were identified by
peers and/or superiors as those who demonstrated superior performance, however,
the organizations chosen were the result of networking and convenience. As a
result it is possible that these organizations are not representative of organizations
as a whole. Therefore, it is possible that the data may not be comprehensive. In
addition it is possible that the individuals chosen by their peers and/or supervisors
may not objectively represent truly superior performers, but rather individuals
most like their peers and/or supervisors. The performance data that is reported is
self reported data and is subject to bias. In addition all participants were United
States citizens with limited to no international experience. As a result nothing can
be said about international sales managers. In addition participants came from
only three geographic areas in the United States.
The behavioral event interview relies on the memory of the interviewee,
which may be faulty or self-serving. Observations of the interviewee‟s job
behavior will not be conducted and therefore, it is not possible to verify the
interviewee‟s account of job behavior.
Since the purpose of this study is to develop an initial competency model
for sales managers in the business to business market the resulting model doe not
have measurement. In other words while the study does identify a tentative model
of competencies it does not identify which are the most important for success.
Measurement and confirmation of the model will be the purpose of another study
which is currently underway.
10
Finally, the study has limited triangulation. According to Patton (2002),
“Triangulation is ideal. It can also be expensive. A study‟s limited budget and time
frame will affect the amount of triangulation that is practical,” (pg. 247). This
study uses only one method for collecting the data – participant interviews,
however a second coder was used to code the data and this represents
“triangulating investigators,” (Patton, 2002, p. 44). In addition peer debriefing was
also used as well as respondent validation, which according to Patton (2002)
increases the credibility and authenticity of qualitative research. A follow-up
study is underway which will collect quantitative data.
Generalizability of the study‟s results is severely limited since the sample
will consist of organizations though networking and participants named by
supervisors, peers, and/or performance metrics and the participants do not have
international experience. As a practical matter the results can only be generalized
to the organizations that are part of the study. Since these individuals may not be
representative of the larger population the validation results may also be biased.
This bias is a constraint of the study.
Significance of the Research
Research on sales managers and the nature of their jobs is practically non-
existent. Dubinsky, Anderson and Mehta (1999) call for additional conceptual
research focusing on the evolving role of the sales manager. Dubinsky, Anderson
and Mehta (1999) also believe that that research should also consider other factors
such as complexity of product line. Anderson, Mehta & Strong (1997) also call for
additional research on the diverse roles of sales managers. Dubinsky, Mehta and
11
Anderson (2001) call for future studies investigating sales manager‟s training to
control for the effect of industry. Shepherd and Ridnour (1995) simply say that
more needs to be known about the sales management position and the individuals
who accept this role. Ingram et al. (2005) set out a research agenda and
specifically call for research to identify the skill set for successful sales managers;
what new skills do sales managers need to learn, and how does the increasingly
more complex sales environment affect the training of sales managers?
Further complicating the identification of researching the competencies
successful sales managers, a 2000 study by MOHR Development of 1,000
salespeople in 40 companies found that “salespeople in the top group (the upper
one-third of respondents) often work in ways that contradict the directives of many
managers,” (Rosenbaum, p. 11). The study found that successful salespeople
engage in behaviors that are at complete odds with what their sales managers want,
and may even go so far as to “hide what they are doing, even writing elaborate
reports that are total fabrications,” (Rosenbaum, p. 11). This presents the
researcher with the problem of attributing a sales team‟s success to the efforts of
the sales manager. Therefore, when a seemingly successful sales manager is
identified, is that sales manager‟s behavior the cause of the success or has he
succeeded in spite of himself?
Finally, according to Pelham (2006) citing Pettijohn, Pettijohn, and Taylor
1995, and Weitz and Bradford, 1999, “there is a growing understanding that
salespeople need to make a behavioral shift from pushing products/services to
consulting with their key customers, and that this shift cannot come about without
12
structural changes in sales management programs,” (p. 39). In addition according
to Pelham (2006) citing Good 1993and Ingram, Schwepker, and Hutson 1992,
“there is a gap in the literature as to how to structure sales management programs
to influence consulting behaviors and skills” (p. 39). In order to design effective
training programs for sales managers the nature of the job must be understood
including what competencies are necessary.
Definition of Terms
Behavioral event interviewing – (BEI) “is a form of critical-incident interview in
which the respondent is asked to describe three incidents in which he or she felt
effective in the job and three incidents in which he or she felt ineffective in the
job,” (Boyatzis, 1982, p. 50).
Business to Business Marketing – The selling of goods and services to businesses,
government bodies, and institutions. This includes industrial products that are
used to form or facilitate the production process or to be used as components for
other goods and services ( Hutt & Speh, 2007). The American Marketing
Association dictionary defines business to business marketing as “A business that
markets its products or services to other businesses,” (American Marketing
Association Dictionary, n.d.)
Competency – Boyatzis (1982, p.21) citing Klemp (1980) defines competency as
“an underlying characteristic of a person which results in effective and/or superior
performance in a job.” Spencer and Spencer (1993) define it as "an underlying
characteristic of an individual that is causally related to criterion-referenced
effective and/or superior performance in a job or situation" (p.9). In this study
13
competency will be defined as an underlying characteristics of an individual
including but not limited to the knowledge and skills that contribute to an
individual‟s ability to perform a “specific job.”
Effective job performance –“is the attainment of specific results required by the job
through specific actions while maintaining or being consistent with policies,
procedures, and conditions of the organization environment” (Boyatzis, 1982, p.
12).
Job demands – Includes both the general functional requirements and the various
roles (Boyatzis, 1982). “The role describes a set of activities and responsibilities
expected of a person in a management role” (Boyatzis, 1982, p. 17).
Leadership – “ the process whereby one individual influences other group
members toward the attainment of defined group or organizational goals”
(Greenberg & Baron, 1995, citing Yukel, 1989, p. 498).
Management – ―the process of using organizational resources to achieve
organizational objectives through planning, organizing and staffing, leading, and
controlling” (DuBrin, 2003, p. 2).
Sales management – “all activities, processes, and decisions involved in managing
the sales function in an organization” (Johnston and Marshall, 2006, p. 10).
Consumer product- “Product bought by final consumer for personal consumption”
(Kotler & Armstrong, 2001, p.295).
Industrial product – “Product bought by individuals and organizations for further
processing or for use in conducting a business” (Kotler & Armstrong, 2001,
p.297). Industrial products are further broken down into materials and parts
14
including raw materials manufactured materials and parts; capital items including
installations such as buildings and accessory equipment such as factory and office
equipment; and supplies and services including operating, repair, and maintenance
items (Kotler & Armstrong, 2001).
Service product – “A form of product that consists of activities, benefits or
satisfactions offered for sale that are essentially intangible and do not result in
ownership of anything” (Kotler & Armstrong, 2001, p.295).
Relationship selling – “Salespeople who have adopted relationship selling work
hard to build and nourish long-term partnerships. They rely on a personal,
customized approach to each customer” (Manning Reece & Ahearne, 2010 p. 492).
Transactional Selling – “ A type of selling that most effectively matches the needs
of the value-conscious buyer who is primarily interested in price and convenience”
(Manning Reece & Ahearne, 2010 p. 493).
Theoretical Framework
Boyatzis (1982) in his landmark study, theorized that effective job
performance consisted of three interrelated elements: the job‟s demands, the
individual‟s competencies and the organizational environment. Boyatzis (1982)
envisioned the model to look like three intersecting circles with one circle
representing the individual‟s competencies; the second, the job‟s demands; and the
third, the organizational environment. The area that the three circles overlap
represents effective specific actions or behavior (Boyatzis, 1982). Boyatzis (1982)
further theorized that if any two of the components of the model are consistent,
there is an increased likelihood that effective performance will result. Specifically,
15
Boyzatis (1982) believes that early in the manager‟s tenure on the job if job
demands and organizational environment are congruent someone without the
necessary competencies could be effective simply due to organizational procedures
and structure. In this context organization environment refers to the internal
environment of the organization as well as the external environment in which it
exists. Therefore, changes in either job demands or the internal or external
organization environment would likely result in ineffective performance if the
manager did not have the necessary competencies (Boyzatis, 1982). This is likely
to be the result because without the necessary competencies the manager would
not be capable of independently performing effectively. Boyzatis (1982) believes
that this would be the result since the manager could no longer rely on the structure
of the job and the environment to dictate correct behavior.
Boyatis‟ (1993) entire sample consisted of 2000 managers; he conducted
behavioral event interviews (BEI) with 253 managers. His performance measures
for these managers included work-output measures, supervisory nominations, and
supervisory ratings. He attempted to divide the sample into poor, average and
superior performers, however, in the private sector no one could be identified as a
poor performer. As a result Boyatis constructed a scale of 1 – 10 for performance
with 1 being low. A coding system was devised for the interviews and the
transcribed interviews were coded by two coders using the resulting coding
dictionary of 19 competencies. The interviews were coded for frequency of
occurrence of each of the 19 characteristics. Inter-rater reliability averaged 80
percent. The operational hypothesis was that superior or average performers
16
would demonstrate more of the 19 competencies than poor performers (Boyatis,
1993).
Boyzatis‟ model of effective behavior has been chosen because in the
current dynamic and complex environment sales managers find themselves in, it is
critical to define both the job demands and needed competencies of sales
managers. According to Spencer and Spencer (1993), Boyzatis (1982), and
McClelland (1978) competencies and other generic characteristics can be
developed though specific training and education.
According to Spencer and Spencer (1993) the competencies of motive, trait
and self concept predict skill behavior and this then predicts job performance
outcomes. Spencer and Spencer (1993) believe that intent, which they define as
the motive or trait force is the cause of action toward an outcome. Therefore,
according to Spencer and Spencer (1993) intent along with behavior defines a
competency.
Spencer and Spencer (1993) used secondary data from more than 100
different researchers with 286 competency models. From this data they identified
760 different types of behaviors which were narrowed down to 360 behavioral
indicators that became part of the original dictionary (Spencer & Spencer, 1993).
All competency models were coded for behavioral indicators in the dictionary.
Using BEI data 286 competency models were entered in a data base. The sample
consisted of 187 U.S. studies and 98 international studies.
According to Burke and Day (1986), behavior-modeling training can
change behavior and result in as much as a .78 positive standard deviation shift in
17
performance. Therefore, understanding both the job demands and the competencies
necessary for sales managers will facilitate improved training programs.
Spencer and Spencer‟s (1993) and Boyzatis‟ (1982) basic competency
model was extended by Cheng, Dainty & Moore (2005) citing Elkin (1990) who
posited that the job tasks and duties are micro competencies. These micro
competencies are job-focused and can be analyzed completely into a coherent set
of discrete elements (Cheng, Dainty & Moore, 2005). Cheng, Dainty and Moore
(2005) posit that many of the soft qualities such as creativity are not accounted for
by micro competencies. Therefore, according to Cheng, Dainty and Moore (2005)
to more fully understand managerial competencies it is necessary to look at macro
competencies as well. Macro competencies are person-focused and consider how
an individual deals effectively with non-routine and complex situations (Cheng,
Dainty & Moore, 2005).
Organization of Subsequent Chapters
A review of the relevant literature is presented in Chapter II. The major
areas of research and related literature germane to sales management training,
manager competencies and sales approach differences by industry are presented.
Chapter II closes with a concise summary that connects the streams of literature
presented.
Chapter III describes the design and methodology of the study. This
includes descriptions of the sample, the Behavioral Event Interviewing (BEI)
method, thematic analysis and the qualitative software package NVIVO. Also
presented are the specific steps followed in the study.
18
Chapter IV discusses the results of the study and proposes an initial
competency model for sales managers. Finally, Chapter V discuses the study‟s
implications for practitioners, future research, summary and conclusions.
19
Chapter 2
REVIEW OF THE LITERATURE
Organization of the Chapter
This chapter will examine the literature relevant to sales managers‟ jobs,
competencies, training and industry differences. It is divided into four major
divisions: 1) overview of sales management, 2) competencies of sales managers, 3)
sales manager training and 4) industry differences and/or differences in selling
situation. A summary is also provided.
Overview of Sales Management
A 1957 article entitled “Training future sales leaders” listed the five basic
functions of a sales manager as: “recruiting and selection of salesmen; training of
salesmen; supervision and control of salesmen; planning; and communications”
(Gustafson, 1957, p. 46). Contrast this quote with the following: “An excellent
sales manager today is one who motivates his salespeople and provides feedback
and suggestions on ways to improve performance, which lead to increasing sales.
Above all else, he needs to be a coach who can provide his salespeople with the
tools they need to succeed” (Keough, 2006, p. 9). According to Ingram et al.
(2005), the sales management process is also complicated by a number of trends
including “an increase in the complexity of the product offering caused by the
bundling of products and services, infusion of technology, shorter product life
cycles, and more adaptations to meet the specific needs of customers.
Collaboration with customers and with other units within the selling
organization is increasingly important for sales success” (p. 137). Customer focus
20
is the driving force behind business today due to the intense level of competition
and customer demand. Clearly the role of the sales manager has changed shifting
from a monitoring and controlling function to a strategic planning and coaching
function. In addition the job of salesperson has evolved with technology
increasing the autonomy of the already independent salesperson (Shoemaker,
2003).
Yet at the same time this change in the role of the sales manager is
primarily based on anecdotal evidence. For example one text talks about the
trends in sales management stating that the basic trend is to lead more and manage
less (Ingram et al., 2006). This text goes on to specifically note the following
changes: “collaboration rather than control, coaching instead of criticism,
salesperson empowerment rather than domination, sharing information rather than
withholding it, and adapting to individual salespeople rather than treating everyone
the same” (Ingram et al., 2006). However, the original article this information is
based on is simply a discussion of anecdotal evidence, rather than empirical
evidence.
In addition salespeople often work in social, psychological, and physical
isolation as compared to other organizational employees. This increased autonomy
as well as the isolation of the salesperson has added additional complexity to the
job of the sales manager suggesting new leadership behaviors for sales managers.
According to Dubinsky and Ingram (1984) the sales manager‟s job is different than
other first line management jobs. “Sales managers often must motivate people at a
long distance, supervise personnel they see on an irregular basis, assume account
21
responsibilities while directing sales subordinates, and conduct situation specific
performance appraisals “ (Dubinsky & Ingram, 1984) Rothwell and Donahue
(2002) confirm this trend stating that fewer salespeople spread out geographically
is one of the many external trends affecting sales professionals currently.
Twelve years after Dubinsky and Ingram (1984) another study enumerates
these environmental changes as rising customer expectations, globalization of
markets, demassification of domestic markets, sales force automation, virtual sales
offices, electronic sales channels, direct marketing alternatives, outsourcing of
sales functions, and a blending of the sales and marketing function (Anderson,
1996). One group of researchers questions whether this increased level of
complexity will result in sales managers no longer being able to provide task
structure and feedback (Ingram et al., 2005). If this is the case it may mean that in
certain situations sales managers may be superfluous and salespeople will be even
more self-managed and self directed.
According to the Occupational Outlook Handbook, a sales manager:
directs the firm‟s sales program. They assign territories, set goals
and establish training programs for sales representatives. Sales
managers advise sales representatives on ways to improve their sales
performance. In large, multi-product firms, they oversee regional and
local sales managers and their staffs. Sales managers maintain contact
with dealers and distributors. They analyze sales statistics gathered
by their staffs to determine sales potential and inventory requirements
and to monitor customers‟ preferences. (www.bls.gov/oco/ocos020.htm).
22
A text on sales management defines sales management as a process
consisting of three interrelated sets of processes, the formulation of a sales
program, the implementation of the sales program and the evaluation and control
of the sales program (Johnston & Marshall, 2006). Another text on sales
management defines sales management simply as the management of the
organization‟s personal selling function (Ingram et al., 2006). This same text goes
on to say that “Sales managers are involved in both the strategy and people aspects
of personal selling as well as in evaluating and controlling personal selling
activities” (Ingram et al., 2006, p.3). A third text defines sales management as
“the attainment of sales force goals in an effective and efficient manner through
planning, staffing, training, leading and controlling organizational resources.”
(Futrell, 2001, p. 4). The third definition does not differ much from a general
definition of management, “the attainment of organizational goals in an effective
and efficient manner through planning, organizing, leading, and controlling
organizational resources” (Daft, 1997). This last definition also is essentially the
same as the 1957 definition quoted earlier. Therefore, none of the textbook
definitions of sales management define the competencies necessary of the sales
manager‟s job.
Typically texts on sales management include an introduction with a
definition of sales management, a summary of the personal selling process,
strategy, organizing the sales force, staffing the sales force, training and
developing the sales force, motivating the sales force, compensation and reward
systems, cost analysis, and evaluating salesperson performance. The following
23
chart is the result of data that was collected in 1996 by Caliper, Inc. a human
resource consulting company in Princeton, N.J. and depicts how the typical sales
manager spends his/her time.
Figure 2. How Sales Leaders Spend Their Time (Brewer, 1997)
One of the interesting implications of this data is that sales managers still
spend 35% of their time selling. This raises a few questions. Do the data mean
that sales managers are unwilling or unable to let go of “making the sale” and fully
make the transition to management? Is this a result of the job not being clearly
defined? Do sales managers spend this large amount of time selling because their
organization requires it?
In addition to the previous responsibilities, according to David Kahle sales
managers must get to know their people (Kahle, Jan. 2005). This is accomplished
personally, through activities such as lunch with his/her salespeople and making
calls with the salespeople. The sales manager also acts as a liaison between the
sales force and the rest of the organization (Meyer, 1990) Sales managers are also
0%5%10%15%20%25%30%35%40%
Series1
24
responsible for “managing compensation plans, recruiting, conducting effective
sales meetings and presentations” (Meyer, 1990, S11). Clearly the job of sales
manager requires a cadre of skills and abilities. How do organizations select sales
managers?
Sales managers are selected using the time-enshrined practice of selecting
from the ranks of the top salespeople (Meyer, 1990). However, there is agreement
that the attributes needed for effective sales management differ, or may even clash
with the skills necessary for effective salespeople (Anderson, Dubinsky & Mehta,
1999; Meyer, 1990; Dubinsky & Ingram, 1984). The result of this selection
process is that only three out of 10 sales managers are considered highly effective
by their subordinates, superiors, colleagues and their own self –assessments
(Meyer, 1990). The cover story of Sales & Marketing Management, 1995 claimed
that “Mad-as-hell salespeople are everywhere.” In that study, Royal (1995)
traveled the country for more than six months asking top salespeople, “What keeps
you from selling?” Salespeople were angry, angry with their sales managers,
voicing complaints such as: they were disorganized, they made capricious
decisions, they neglected motivation, they communicated poorly, they overlooked
comprehensive planning, and failed to provide leadership (Royal, 1995).
Dave Kahle says that, “its [sales management] an incredibly important and
difficult job. Unfortunately, it is often the most under-trained job in the entire
organization” (Kahle, Nov. 2005, p. 24). Sales managers are often left to figure it
out themselves and only small percentage ever do (Kahle, Nov. 2005). Finally,
Anderson, Mehta and Strong (1997) found that prior to their study over the
25
previous thirty-two years only three studies focused on the training of sales
managers. Those studies were Adams, (1965); Coppett and Staples, (1980); and
Shepherd and Ridnour, (1995). An extensive database search of ABI Inform and
EBSCO Host revealed that no additional research has focused on the training of
sales managers although there are a number of articles published based on
anecdotal evidence. These studies all support the finding that in many instances
where sales managers are being trained, they are not being trained adequately and
in most instances they are not being formally trained at all. According to
Anderson, Dubinsky & Mehta (1999), more than half of firms failed to provide
managerial training for new sales managers and when training was provided at
least half the time it had more to do with the job of salesperson rather than sales
manager. Rothwell and Donahue (2002) also report that one of the trends
affecting sales professionals will be a trend toward training as baby boomers retire.
At the same time sales managers are often the primary trainers for sales people, yet
they seldom receive training themselves for their own jobs not to mention training
in how to train their own people.
Competencies of Sales Managers
No academic studies were found that specifically looked at identifying the
competencies of sales managers. Boyatzis (1982) did an extensive study of the
competencies of managers, but did not break out sales managers from the rest.
The alphabetical generic list of managerial competencies Boyatzis (1982) found is:
26
Table 1. Competencies of Managers (Boyzatis, 1982, p. 62 - 177)
Accurate self-assessment Positive regard
Conceptualization Proactivity
Concern with close relationships Self-confidence
Concern with impact Self-control
Developing others Spontaneity
Diagnostic use of concepts Stamina and adaptability
Efficiency orientation Use of oral presentations
Logical Thought Use of socialized power
Managing group process Use of unilateral power
Perceptual objectivity
Spencer and Spencer (1993) using secondary data and the same framework
as Boyzatis found that the competencies of developing others and impact and
influence were more important for sales managers appearing twice as often as
opposed to managers in general. Secondarily, the competencies of interpersonal
understanding and customer service orientation were more frequent for sales
managers as opposed to managers in general (Spencer and Spencer, 1993). Spencer
and Spencer make no effort to distinguish competencies of sales managers that
may be dependent on the industry although they do recognize that sales people‟s
competencies differ depending on the nature of the sales situation (Spencer and
Spencer, 1993). Another issue is that the data that Spencer and Spencer use is
somewhat dated and changes have occurred in the sales profession. For example
27
for the competency of relationship building for salespeople, Spencer and Spencer
(1993) say that it is less important to highly technical sales or consultative sales
situations. However, that is not consistent with the current approach which views
the salesperson in these situations as part of an in-house supply team and
relationships matter most (Trent, 2007; Marks, 2006; Weitz, Castleberry & Tanner,
2006). Rothwell and Donahue (2002) state that, shifts in demographics indicate
that organizations need to increase their ability to customize products and to meet
clients‟ individual needs. Determining the client‟s needs and gathering the
information necessary to customize the organization‟s offering is now the job of
the sales person. Presumably there have also been changes in the necessary
competencies for sales managers.
Dubinsky and Ingram (1983) developed a thirteen item survey of what they
termed as personality traits. This survey was sent to 176 senior level sales
executive asking them to identify what criteria they considered to be most
important to promote an individual to a sales manager. A response rate was not
reported. The survey was developed from an examination of relevant literature.
Of the thirteen items, the respondents identified eleven as important criteria for
promotion. There was a significant difference between the importance ratings for
aggressiveness and workaholic for sales executives in large firms as opposed to
small-firms. Sales executives in large firms believed more strongly that
aggressiveness is an important criteria, whereas, small company executives
believed that being a workaholic was more important. Those thirteen items in
28
increasing order of importance from the perspective of small company executives
are:
Table 2. Promotion Criteria for Sales Managers (Dubinsky& Ingram, 1983, p. 21)
It can be seen that there is a degree of overlap between several of the
competencies that Boyzatis (1982) identified for managers in general and the
personality promotion criteria for sales manager identified by Dubinsky and
Ingram (1983). Both specifically include self-confidence. Other competencies or
criteria are similar on both lists; these include, proactivity and self-motivation,
stamina and adaptability, persistence, positive attitude and positive regard. Table
three demonstrates the overlap:
Workaholic Cooperativeness
Outspokenness Self-Confidence
Extrovertedness Positive Attitude
Aggressiveness Self Motivation
Creativity Dependability
Persistence Integrity
Emotional Maturity
29
Table 3. Overlap of Competencies and Promotional Criteria for Sales Managers
Dubinsky, A.J. & Ingram, T.N.
(1983). Important first-line
management qualifications: What
sales executives think. Journal of
Personal Selling & Sales
Management, 18-25.
Boyatzis, R.A. (1982). The
Competent Manager: A Model for
Effective Performance. NY: John
Wiley & Sons.
Self-confidence Self-confidence
Emotional Maturity Self-control; accurate self-assessment
Persistence Stamina and adaptability
Integrity Perceptual objectivity
Aggressiveness Use of socialized power, use of
unilateral power
Creativity Diagnostic use of concepts,
conceptualization
Self-motivation Proactivity, spontaneity
The Gulas Group on its web site gulasgroup.com lists 21 core
competencies of successful sales managers, however, no information is given on
who collected the information, when it was collected, who the participants in the
sample were or how it was collected. The Gulas Group is an eleven-year old
Alabama based consulting firm. According to their web site, "The Gulas Group
provides proven and reliable assessments, coaching, training and development
30
processes that provide significant and measurable improvements in performance
and a solid path toward achieving your goals"
(http://www.gulasgroup.com/about.shtml). Their 21 competencies are: has written
goals, follows written plan, has positive outlook, takes responsibility, strong self
confidence, supportive beliefs, controls emotions, doesn't need approval, post call
debriefing, pre-call strategizing, supportive buy cycle, holds sales people
accountable, effective recruiter, effective listening/questioning, early bonding and
rapport, effective motivator, grows salespeople, qualifies proposals and quotes,
gets commitments and decisions, strong desire for success, and commitment
(http://www.gulasgroup.com/about.shtml).
Frequently, as Meyer (1990) writes the best salespeople are promoted to
sales managers, so it is useful to examine the competencies of salespeople as well
as a guide to the competencies of sales managers. In Rothwell, Donahue and
Park's (2002) study they developed a set of three main categories of competencies
for salespeople with each having a subset of four categories. Below is a table
representing this framework:
31
Table 4. Competency Development Framework for Sales Professionals (Rothwell,
Donahue and Park's 2002, p. xvii)
Knowledge of Self Knowledge of Products
and Services
Knowledge of Clients
and Business
Enhancing
interpersonal selling
skills and self
development
Establishing ongoing
client and stakeholder
information process
Forecasting, planning and
prospecting for clients
Managing client
communications
Identifying and
communicating product
features and benefits
Managing calls, time and
sales territory
Enhancing negotiation
and influencing skills
Establishing and
maintaining a competitive
analysis process
Providing Service and
managing client
relationships
Resolving sales and
interpersonal conflicts
and coping with change
Linking sales and
marketing strategies
Developing new products
and services and
managing projects
Note. Table 4 is from Creating a Competency In-House Sale Based Approach
Training and to Building Development Sales Ability Programs, by W. J. Rothwell,
W.E. Donahue, & J..E.Park, Westport, CT: Quorum Books. Copyright 2002 by
W. J. Rothwell, W.E. Donahue, & J. E.Park. Reprinted with permission.
32
When comparing Table 4 with Table 3 some differences can be noted. For
example according to both Boyzatis (1982) and Spencer and Spencer (1993) the
competencies of developing others and impact and influence are important for
sales managers, but do not appear for salespeople. Managing group processes also
appears to be an important competency for sales managers, but does not appear to
fit into a competency category for salespeople. There is some overlap, for example
Rothwell, Donahue and Park's (2002) framework has a category of competencies:
managing client communications; this dovetails with oral presentations. While
there is some overlap there does seem to be more differences than similarities, yet
clearly the two jobs are related and this method of identifying competencies in
order to determine training needs is clearly appropriate. Indeed the proposed study
is the logical extension of Rothwell, Donahue and Park's (2002) study.
In 2000 at Genentech a study was conducted to determine the competencies
that were necessary for salespeople who were to be identified as candidates for a
management training program (McMaster, 2000). Five competencies were
identified: “planning and business organization skills; strategic implementation
skills, strategic implementation ability, human resources management; leadership
and team building; and professional commitment,” (McMaster, 2000. p. 90). The
study is limited since it was conducted at one company, a California-based biotech
company.
Kim and Hong, (2005) also identified the competencies of salespeople,
however, they only examined the competencies of salespeople in the
pharmaceutical industry in Korea. (A through discussion of the method used by
33
Kim and Hong appears in chapter three.) Generalizability of their results is
therefore, limited. Kim and Hong (2005) used Spencer and Spencer's (1993)
iceberg model to show a relationship between competency and performance. First
Kim and Hong (2005) conducted BEIs to determine the competencies of
salespeople in the pharmaceutical industry. They identified 10 competencies that
were grouped into three dimensions (Kim & Hong, 2005). The three dimensions
were: motive and traits, self-concept and knowledge and skills (Kim & Hong,
2005). The 10 competencies were: impact and influencing, achievement
orientation, analytical thinking, initiative/persistence, flexibility, problem solving,
self- confidence, self-appraisals and continual learning, self-control and strategic
objectives (Kim & Hong, 2005). Comparing the Kim and Hong‟s (2005)
competencies of salespeople to both Dubinsky and Ingram‟s (1983) promotional
criteria for sales managers and Boyzatis‟ (1982) competencies of managers
considerable overlap can be observed as the Table 5 demonstrates:
34
Table 5. Overlap of Competencies and Promotional Criteria for Sales Managers
and Competencies of Salespeople
Dubinsky, A.J. & Ingram,
T.N. (1983). Important
first-line management
qualifications: What
sales executives think.
Journal of Personal
Selling & Sales
Management, 18-25.
Boyatzis, R.A.
(1982). The
Competent
Manager: A Model
for Effective
Performance. NY:
John Wiley & Sons.
Kim, S. and Hong J.
(2005). The relationship
between salesperson
competencies and
performance in the
Korean pharmaceutical
industry. Management
Revue, 16(2), 259-270.
Self-confidence Self-confidence Self-confidence
Emotional Maturity Self-control; accurate
self-assessment
Self control, self
appraisals
Persistence Stamina/ adaptability Initiative/persistence
Integrity Perceptual objectivity
Aggressiveness Use of socialized &
unilateral power
Impact and influencing
Creativity Use of concepts,
conceptualization
Flexibility
Self-motivation Proactivity,
spontaneity
Achievement orientation
35
Sales Manager Training
A look at the content of extant sales managers training programs may give
some insight into sales managers‟ competencies. Shepherd and Ridnour (1995)
surveyed sales training executives, specifically the membership of the National
Society of Sales Training Executives. All 114 members received a survey and
Shepherd and Ridnour achieved an 82% response rate. They found that the
training period for new sales managers varied from no training to 90 days of
training with an average of nine and one-half days (Shepherd & Ridnour, 1995).
The following table represents the contents of the training programs:
36
Table 6. Contents of Training Programs (Shepherd & Ridnour, 1995, p. 69-73).
While Shepherd and Ridnour‟s (1995) study does yield some very useful
information on the content of training programs it is over ten years old and focused
on surveying sales training executives only. While these individuals clearly know
what the content of the training programs are, no sense of what sales managers
themselves believe is useful is provided. In addition no attempt is made to
Coaching Terminating
Territory planning Facility/Staff management
National account management Managing diversity
General account strategies Managing change
Competitive analysis Time management
Quota setting Transition to management
Forecasting Conducting meetings
Performance reviews Problem solving
Setting standards and goals Company orientation
Recruiting and selection Business ethics
Motivational skills Developing a business plan
Training techniques/ Skills Discrimination issues
Team building Sexual harassment
Psychological assessment Computer/Tech. Application
37
correlate the content of the training programs with actual job content as defined by
sales managers. One interesting finding of the study is that the topic of coaching
was covered extensively by 28% of firms surveyed, covered moderately by 30%,
and covered slightly by 20% (Shepherd & Ridnour, 1995). Even more telling as
Shepherd and Ridnour (1995) conclude this indicates that 22% of firms in the
study did not cover coaching at all in their sales management training programs.
Yet, coaching was still the topic most frequently covered by sales management
training programs. The other main topics in order of frequency were setting goals
and standards, recruiting and selection, motivational skills, training
techniques/skills, managing change and time management. Will this be the
situation thirteen years later?
Anderson, Mehta, and Strong (1997) surveyed 600 sales managers
representing a wide cross section of sales managers asking them about whether or
not they had received training and if so what the characteristics of the training
program were. They obtained a 47.7% response rate in their study. In addition
sales managers were also asked about their perceptions of their sales management
training. Sales managers were not asked if they believed the topical coverage was
relevant to their jobs, nor were sales managers asked to describe the content of
their jobs. It is also interesting to note that the topic of coaching was not included
in this study.
Anderson, Mehta and Strong (1997) found that the topics most frequently
covered in sales management training programs in order of frequency were
motivating, goal setting for salespeople, leading sales people, training sales people,
38
territory management, and time management. This contrasts with Shepherd &
Ridnour„s study which found that even though 22% of firms surveyed did not
cover coaching it was still the most frequent sales management specific topic
covered. Anderson, Mehta and Strong (1997) did not include the topic of coaching
in their survey. In terms of topic coverage of training programs for sales
managers with the exception of coaching it can be seen that there is a substantial
amount of overlap between the to studies, though the frequency order is different.
Pelham (2006) argues that despite the marketplace trend toward a global
marketplace with declining product differentiation “there is a lack of emphasis in
sales training and other sales management programs on consultative skills” (pg.
38). According to Chonko, Tanner and Weeks ( 1993), these skills include
problem solving skills and behaviors, adaptive selling skills, and customer
relationship building skills. These same researchers maintain that most sales
training still emphasizes product knowledge and selling techniques (Chonko,
Tanner & Weeks, 1993).
There is also some overlap with the two lists of criteria or competencies
and the content of training programs. Table seven illustrates this overlap:
39
Table 7. Overlap of Competencies; Promotional Criteria for Sales Managers and
Contents of Training Programs for Sales Managers
Dubinsky, A.J. & Ingram,
T.N. (1983). Important
first-line management
qualifications: What sales
executives think. Journal
of Personal Selling &
Sales Management, 18-25.
Boyatzis, R.A.
(1982). The
Competent
Manager: A
Model for
Effective
Performance. NY:
John Wiley &
Sons
Shepherd, C.D. & Ridnour,
R.E. (1995). The training of
sales managers: An
exploratory study of sales
management training
practices. The Journal of
Personal Selling & Sales
Management, 15(1), 69-73.
Integrity Business ethics
Self-Motivation Motivational skills
Developing others Coaching, performance
reviews; setting standards and
goals; recruiting and selection
Managing group
process
Team building; conducting
meetings; managing diversity
Shepherd and Ridnour (1995) identified business ethics, as a topic
included in training programs and this is analogous to the criteria of integrity. The
training content of motivational skills and coaching would be associated with the
criteria/competency of developing others. The training topic of team building
40
would be associated with the criteria/competency of managing group process.
While there does seem to be some overlap the three studies are not integrated in a
way so as to determine the degree of overlap.
Industry/Selling Situation Differences
Dubinsky and Rudelius, (1980/81) looked at selling techniques for
industrial products versus industrial services and concluded that there were
differences in way these two classifications of salespeople, approached the selling
process, therefore, it seems likely that the sales manager‟s jobs would also differ.
There has not been any empirical work done to ascertain if the content of a sales
manager‟s job is correlated to the nature of the product. In other words is the sales
manager‟s job different if the product is a consumer product, industrial service, or
industrial good (business to business products) and is there a difference between
classifications of industrial products. Also the research done to date has not
differentiated the content of sales manager‟s training programs based on the nature
of the product. Only two studies have been done comparing personal selling based
on the nature of the product.
Dubinsky and Rudelius, (1980/81) looked at selling techniques for
industrial products versus industrial services and concluded that there were
differences. They surveyed 79 industrial product sales people from 16 firms and 75
industrial service salespeople from 13 firms using a structured, fixed-alternative
non-disguised questionnaire. Participants were asked to rate how important various
selling methods were to successful selling in their industry. Spearman rank order
correlation was used to determine if service and product salespeople ranked the
41
various methods differently in terms of their importance. A z-test was then used
for difference in proportions. They found statistically significant differences for
salespeople selling services, who seemed to focus on non-product related selling
techniques such as stressing personal assistance addressing the single obstacle to
buying, summarizing the benefits and focusing on the prospects emotions
(Dubinsky & Rudelius, 1980/81). Product salespeople on the other hand tend to
focus on the tangible aspects of the product (Dubinsky & Rudelius, 1980/81) They
engage in activities such as demonstrations, giving specialized advice or
installation and service help, and training customers how to use the product.
While this study did differentiate between industrial services and industrial
products, it did not differentiate between industrial products. The products
offerings included office equipment, computers, communication systems,
hardware equipment, environmental products, and paper goods and the data was
grouped together. Yet, the study importantly did find a statistical difference in the
way these two classifications of salespeople, approached the selling process,
therefore, it seems likely that the sales manager‟s jobs would also differ.
The second study by Deutscher et al., (1982) looked at how industrial
goods salespeople and consumer goods salespeople manage their territory.
Territory management is how salespeople manage their time and their companies‟
resources in order to meet specified goals. Deutscher et al., (1982) surveyed
members of the Commercial Travelers‟ Association of Canada an organization of
industrial salespeople. They received a response rate of 26.2 % with 221 consumer
goods and 177 industrial goods salespeople responding. Nothing was done to
42
determine if nonresponders were different than responders. Deutscher et al. (1982)
found that there was no real difference in the way consumer goods salespeople and
industrial goods salespeople managed their territories.
However, in some of Deutscher et al.‟s (1982) subcategories there were
statistically significant differences. Specifically two components, attempts to
determine sales potential of prospects before the first call and the ongoing
generation and use of information about all account types, both potential and
existing customers had significantly higher scores for industrial salespeople
(Deutscher et al., 1982). Indicating that industrial salespeople spend time getting
to know their customers. Also in the planning category industrial salespeople were
more likely to have specific profit or share objectives and were more likely to
know the profit margin on each product sold (Deutscher et al., 1982). This is
likely due to the fact that industrial salespeople generally have products that are
designed to meet the unique needs of each customer. But this is only the case with
industrial goods that are classified capital expenditures or products that are
depreciable such as trucks, manufacturing equipment and installations; it is not the
case with MROs, maintenance, repair and operating supplies. MROs are industrial
products that like consumer products are used or consumed by the business.
Examples include cleaning supplies, parts, paper, or fuel. These products are
generally standardized and are considered industrial products only in the sense that
they are sold to industry. Salespeople who sell capital industrial goods are likely
to sell fewer and spend more time with a customer. Deutscher et al., (1982) do
not differentiate between these two types of industrial salespeople.
43
In addition Deutscher et al. (1982) speculate that due to changes in the
market that there will be fewer consumer goods sales representatives and that they
will devote much more of their time calling on regional headquarters of business
rather than the individual stores. This job may end up looking more like the
industrial salesperson‟s job. Also the occupational outlook data does not bear out
part of this speculation, on the contrary it is expected that the job outlook for
salespeople is likely to grow faster than average through 2014 (Occupational
Outlook Handbook, 2006). Of course that data does not differentiate between
classifications of salespeople. Clearly since the job skills of the salesperson differ
depending on the product classification sold it seems likely that the job of the sales
manager should also differ depending on the nature of the product. Finally, both
of the studies that looked at comparing job of the salesperson using different
product classifications are over 20 years old, presumably changes have occurred.
With the increased global competition comes declining product
differentiation, therefore, Stevens (2002) argues that suppliers will find that
personal relationships and intimate customer knowledge could become the primary
point of differentiation. Business‟ appreciation of the financial importance of
customer retention is growing (Anderson, Fornell & Lehmann, 1994). The sales
force provides the ability to forge and maintain the customer relations that lead to
customer retention. Pelham‟s (2002) study found a significant relationship
between consulting-oriented sales training and sales growth.
Piercy, Cravens & Lane (2007) examined the relationship between
salesperson effectiveness and management control by the nature of the selling
44
situation. Selling situations range from transactional selling approaches to
relationship selling, also referred to as collaborative situations. These different
situations “require different selling skills, from salespeople and different levels of
management control,” (Piercy, Cravens & Lane, 2007, p. 20).In general
collaborative relationships require expert selling skills and include some nonselling
skills such as in-depth product knowledge, delivery information and understanding
customer needs among others (Piercy, Cravens & Lane, 2007). Piercy, Cravens &
Lane (2007) defined management control as “monitoring, directing, evaluating,
and rewarding activities by sales managers,” (p. 20). Piercy, Cravens & Lane
(2007) adopted Babakus et al. (1996) scales to assess sales manager behavior
based control level and competencies. The scale used reflects Anderson and
Oliver‟s (1987) conceptualization of sales management control and not the result
of a directed effort to collect information about sales manager competencies. In
addition it is also possible that the competencies of sales managers is more
extensive than these four concepts, however, they do present a useful initial
framework. Piercy, Cravens & Lane (2007) defined the control concepts as
follows:
Monitoring includes making sales calls with salespeople,
reviewing feedback, and observing performance. Directing
includes coaching salespeople, providing on the-job training, and
helping salespeople develop their potential. Evaluating includes
considering sales results, sales presentation quality, and
45
professional development of salespeople. Rewarding involves using
incentive compensation and nonfinancial incentives (p. 24).
Piercy, Cravens & Lane (2007) surveyed 300 field managers in British
companies involved in business to business selling. Using cluster analysis they
found that the level of control sales managers exerted did differ by the selling
situation. Sales managers who supervised salespeople engaged in relationship
selling reported the highest levels of behavior control (Piercy, Cravens & Lane,
2007). The level of sales manager‟s behavior control was considerably lower for
transactional selling (Piercy, Cravens & Lane, 2007).
Competencies and Personality
Finally, some consideration should to be given to the question of
competencies and personality. Some of the competencies cited in previous research
could be considered to be personality traits, for example aggressiveness, self-
confidence, persistence and self-motivation among others. Personality traits, in
particular the Big Five traits (extroversion, emotional stability, agreeableness,
openness to experience, conscientiousness) are considered to reach stability in
adulthood reaching a test-retest correlation of .64 at age 30 and plateau between
50 and 70 with correlations of .74 (Roberts & DelVecchio, 2000). At the same
time there is disagreement that the “level of reached stability is high enough to
conclude that personality change in adulthood is the exception rather than the rule”
(Rantanen, et al., 2007, p. 511). Barrick, and Mount‟s (1991) meta-analysis
resulted showed evidence for some validity of the Big Five as predictors of
performance in a variety of jobs. This represented a change from the previous
46
position, represented by Guion and Gottier (1965) that personality measures were
not appropriate for making employment decisions. In an extensive review of
literature examining the relationship between personality measures and job
performance, Barrick, Mount and Judge (2001) examined the literature looking at
the relation between personality measures and job performance resulting in an
estimate of the observed personality-performance correlation of .06 or lower for
the Big Five dimensions.
The concept of personality as a predictor of job performance is important
because if some competencies represent personality traits they may not be
responsive to training. In this case many of the competences may serve a better
role as selection tools. However, the critics of personality as a predictor of
performance assert that “the correlations between measures of the Big Five
personality dimensions and measures of job performance are generally quite close
to zero; even Conscientiousness accounts for only a small percentage of variance
in job performance” (Murphy & Dziewecynski, 2005). On the other hand, Murphy
and Dziewecynski (2005) citing a large number of researchers assert that “ability
tests are among the most valid predictors of performance, whereas validity
estimates for personality measures are often distressingly close to zero” (p. 351).
Tracey, Sturman and Tews (2007) citing Hurtz and Donovan (2000) write, “People
might readily agree that those who are more achievement-oriented, hardworking,
and dependable are likely to be effective employees. Contrary to that belief,
conscientiousness has been shown to explain only seven percent of variance in
performance of many jobs – far less than general mental ability” (p.316). Tracey,
47
Sturman and Tews (2007) in their study of 241 restaurant employees comparing
results on general metal ability (GMA) using the Woderlic Personnel Test, Form A
and conscientiousness using the twelve item scale that is part of the NEO Five-
Factor Personality Inventory Form S, found that the overall the correlation
between GMA and performance was .20 and the correlation between
conscientiousness and performance was .25. However, they found that for new
employees the correlation between GMA and performance was .37 and the
correlation for conscientiousness and performance was -.11. Therefore; for new
employees conscientiousness was not as good a predictor of performance as was
general mental ability. On the other hand for experienced employees the the
correlation between GMA and performance was .15 and the correlation for
conscientiousness and performance was .34. Tracey, Sturman and Tews (2007)
argue that this indicates that conscientiousness becomes more important at later
stages of employment. The question that Tracey, Sturman and Tews (2007) do not
answer in their study is how does this change happen? If personality is stable why
the difference? Tracey, Sturman and Tews (2007) do not give statistics concerning
what the turnover is for new employees, so we don‟t know if some Darwinian
selection process is taking place. The research in this area is still somewhat
unsettled, yet should be taken into consideration.
Chapter Summary
The sales manager‟s job has transitioned over the last several decades, yet
still remains one of the most under-trained jobs and least studied jobs in an
organization. While we do know something about the nature of the job; sales
48
managers must assume a number of roles, including supervisor, coach, liaison with
management, and sales executive as well, we do not fully know the exact content
and competencies of the job, nor how they vary with industry. According to
Spencer and Spencer (1993) the competencies of developing others and impact and
influence were more important for sales managers appearing twice as often as
opposed to managers in general. Also according to Spencer and Spencer (1993)
the competencies of interpersonal understanding and customer service orientation
were more frequent for sales managers as opposed to managers in general.
We know something about the content of training programs for sales
managers. According to Shepherd and Ridnour (1995) coaching is the most
frequent topic covered in sales training programs. The other main topics in order of
frequency were setting goals and standards, recruiting and selection, motivational
skills, training techniques/skills, managing change and time management
(Shepherd and Ridnour, 1995). There is also evidence that there is a difference in
sales managers‟ skills and activities depending on the situation.
49
Chapter 3
DESIGN AND METHODOLOGY
Organization of the Chapter
This chapter summarizes the design and methodology of the study. The
contents are a description of the study design, the research questions, the sample,
and the instruments used to gather the data. Other pertinent sections describe the
procedures used for the collection, treatment, and analysis of the data.
The Purpose of the Study
The purpose of the study is to develop an initial competency model necessary for
success in the sales manager‟s job in the business to business market.
Research Question
In order to investigate the relationship of the sales manager‟s job content
and the content of training programs, the current study sought to answer the
following questions:
What are the minimum competencies for success in the sales manager‟s job in
the business to business market?
Design of the Study
Qualitative vs. Quantitative Design Choice
The current inquiry used a qualitative design. Specifically, it was a pure
qualitative design. According to Patton, (2002) in a purely qualitative design the
participants for the study are determined entirely by the researcher, the researcher
finds a mutually convenient time to conduct in-depth interviews and/or
observations. The collected data were content analyzed to identify patterns of
50
experiences and/or behavior. Qualitative research has been described as a
research study “that investigates the quality of relationships, activities, situations
or materials” (Fraenkel & Wallen, 2003, p. 430). According to Fraenkel and
Wallen (2003) this type of research differs in that there is a greater emphasis on
holistic description. Alternatively, Trochim, (2005) defines qualitative measures as
“data not recorded in numerical form” (Trochim, 2005, p. 119). There is agreement
among researchers that a qualitative design is appropriate when the researcher
seeks to develop a deep understanding of the issues, (Fraenkel & Wallen, 2003;
Trochim, 2005; Wiersma, 2000). Wiersma (2000) goes on to say that a qualitative
approach is appropriate when “phenomena in the world are perceived as a
somewhat loosely constructed model, one in which there is flexibility in
prediction, for example, and one which is not run in a mechanistic manner
according to a set of laws” (p. 199).
When a researcher uses a quantitative method the focus is on the measuring
instrument including the test items, survey questions, or any other possible
measurement tools (Patton, 2002). Quantitative research depends on careful
instrument construction so as to make sure the instrument measures what it is
supposed to measure (Patton, 2002). Here the responses of participants are fit into
the predetermined categories with assigned numbers (Patton, 2002). Researchers
using quantitative methods have predetermined knowledge of the phenomena of
interest and test to determine the extent to which the phenomena exist or how well
it is being developed (Fraenkel & Wallen, 2003). The advantage of the
quantitative approach is that it is possible to collect data from a great number of
51
participants with a limited number of questions which facilitates comparison and
statistical aggregation of the data (Patton, 2002). Validity depends on careful
construction of the measuring instrument to ensure that it measures what it is
supposed to measure (Patton, 2002).
In contrast the qualitative method is used to study issues in depth and detail
(Patton, 2002). In a qualitative design, research is not constrained by
predetermined categories of analysis facilitating the depth, openness and detail of
qualitative research (Patton, 2002). The qualitative method seeks to discover new
phenomena and relationships. Typically the qualitative method focuses on small
samples, even single cases, which are “selected purposefully to permit inquiry into
and understanding of phenomenon in depth,” (Patton, 2002, p. 46). In qualitative
inquiry the instrument is the researcher, and the validity and credibility of the
research depends to a large extent on the skill and competence of the researcher
(Patton, 2002)
This study used a qualitative design, because while there is some
knowledge about the competencies of sales managers, it is dated and general. The
researcher was desirous of discovering what currently are the minimum
competencies for success as a sales manager. The researcher does have knowledge
of the sales manager‟s job since she has taught both sales management and
principles of selling for several years at the university level; however, extant
scholarly literature is silent concerning the evolution of the competencies of sales
managers, therefore, that knowledge gap was the impetus for this research. The
researcher recognized that a qualitative method was appropriate for this research
52
since it was designed to discover new competencies and relationships. In addition
the researcher was comfortable using qualitative methods since she has taken
several graduate courses in qualitative methods and has previously conducted a
qualitative study.
Review of Research Designs Used to Examine Competencies
Since this study‟s purpose was to discover the minimum competencies
needed for success as a sales manager, it was deemed useful to review the design
of previously conducted competency studies of managers and salespeople, so as to
gain insight on designing this study. These types of jobs share some similarities
with the sales manager‟s job and therefore, a similar approach to studying the
competencies of sales managers would have validity. The designs of all of these
studies were reviewed as a means of developing a final design for this study.
Kim and Hong (2005) used a qualitative variation of Spencer and Spencer‟s
(1993) design for competency studies design to determine the competencies of
pharmaceutical salespeople in Korea. Spencer and Spencer‟s (1993) competency
study design consists of six steps: 1) define performance effectiveness criteria, 2)
identify a criterion sample, 3) collect data, 4) analyze data and develop a
competency model, 5) validate the competency model, and 6) prepare applications
of the model. Specifically, the steps in Spencer and Spencer‟s (1993) study had
the following characteristics:
Step One: Define performance effectiveness criteria - The best data here are hard
data like sales or profits, but supervisor and peer nominations may also be used
(Spencer & Spencer, 1993).
53
Step Two: Identify criterion sample - Ideally this should consist of superior,
average and poor performers. However, identifying average performers presents
political difficulties and identifying poor performers is nearly impossible (Spencer
& Spencer, 1993). Often “supervisors insist that „there is no such thing as a bad
officer‟ that poor doctors don‟t work at this hospital‟ or they „fire people who
perform badly.‟ Sometimes its even difficult to get people to identify average
colleagues” (Spencer & Spencer, 1993, p. 96)
Step Three: Collect data - The choices here are the behavioral event interview
(BEI), panels, surveys, expert systems and observation (Spencer & Spencer, 1993).
Spencer and Spencer's 1993 study used data generated by the BEI.
Step Four: Analyze data and develop a competency model - Identify competencies
by identifying themes in the data. This process continues until two or more people
can read the same information and agree on it containing a competency. Finally, a
codebook is developed that describes the competencies predictive of job
performance (Spencer & Spencer, 1993).
Step Five: Validate the competency model - this is accomplished using a second
criterion sample and determine if the model predicts superior and average
performers in the second model. This can be accomplished through a second
round of BEIs to see if the competencies generated in the first round predict the
superior and average performers in the second round. Tests can also be used to
measure the competencies described in the competency model and used to
determine if the model predicts superior and average performers. Finally a training
54
program can be designed around the competencies to determine if the training
results in superior performers (Spencer & Spencer, 1993).
Step Six: Prepare applications of the competency model - Possibilities include
selection, training, career planning, performance appraisal. and compensation
(Spencer & Spencer, 1993).
Kim and Hong developed a survey from the BEIs and distributed them to
salespeople from five organizations in the pharmaceutical industry in Korea. Kim
and Hong (2005) defined performance as the accomplishment ratio of the sales
goals and included a question to elicit self-report of this item. Kim and Hong found
a statistically significant relationship between motives and traits and self-concept
on human performance (Kim & Hong, 2005).
A hybrid approach was used by Cheng, Dainty and Moore (2005). The
purpose of Cheng, Dainty and Moore's (2005) study was to report on the
development of a new approach to manage the performance of key employees in
project-based organizations (2005) According to Cheng, Dainty and Moore (2005),
The research examined the competence and competency
requirements of the project manager role in the construction
industry, one of the most demanding project-based
industrial sectors. This offered a test bed to evaluate the
practical utility of a multi-faceted performance management
approach for key management occupations. Based on the
empirical evidence gathered, the paper explores whether
such a hybrid approach could define a new and more robust
55
methodology for measuring and improving managers'
performance within the context of contemporary
organizations and business practices. (p. 381)
Cheng, Dainty and Moore (2005) citing Elkin (1990) consider the job tasks
and duties to be micro competencies. These micro competencies are job-focused
and can be synthesized completely into a coherent set of discrete elements (Cheng,
Dainty & Moore, 2005). Cheng, Dainty and Moore (2005) posit that many of the
soft qualities such as creativity are not accounted for by micro competencies.
Therefore, according to Cheng, Dainty and Moore (2005) to more fully understand
managerial competencies it is necessary to look at macro competencies as well.
Macro competencies are person-focused and consider how an individual deals
effectively with non-routine and complex situations (Cheng, Dainty & Moore,
2005). This approach views management as a creative activity and managers as
not only performers against external standards but also reflective actors (Cheng,
Dainty & Moore, 2005).
Cheng, Dainty & Moore (2005) argue that these two approaches are not
mutually exclusive but are potentially complementary. Therefore, in order to
develop a more holistic managerial framework it is necessary to have a clear
description of the work tasks managers should be competent at and what enables
them to complete those tasks effectively (Cheng, Dainty & Moore, 2005).
In order to assess both mico and macro competencies Cheng, Dainty & Moore
(2005)conducted behavioral event interviews (BEI) The resulting transcripts were
coded against the McBer Competency Dictionary (Spencer and Spencer, 1993) and
56
those absent from the dictionary were extracted. The resulting model was
validated by assembling a panel of assessors familiar with the performance of a
criterion sample of 20 managers (Cheng, Dainty & Moore, 2005). The assessors
were asked to rate the competencies of the candidates using the developed model
to determine if the model predicted successful performance (Cheng, Dainty &
Moore 2005). The resulting data were statistically analyzed and "the resulting
full macro competency model was validated by a second criterion sample. The t-
test results show that superior managers were significantly higher than average
managers on the 12 distinguishing competencies previously identified" (Cheng,
Dainty & Moore, 2005, p. 389). Therefore this approach seems to generate a valid
list of competencies that can be empirically correlated to successful performance
outcomes.
Khandwalla ( 2004) in a study of competencies for senior manager roles used a
variation of the Spencer and Spencer (1993) method. Khandwalla (2004) asked a
sample of 25 managers to list the roles each played. Content analysis was
conducted of their responses (Khandwalla, 2004). From this analysis a list of 27
roles and 45 competencies were developed (Khandwalla, 2004). Using that data
two questionnaires were developed, one to measures how effectively the 27 roles
were played by senior and top level managers and the other to measure how strong
the managers were on each of the 45 competencies (Khandwalla, 2004). The
survey was given to 73 senior and top level managers attending workshops on
managerial styles and effectiveness (Khandwalla, 2004). Khandwalla (2004)
57
found a significant correlation between many of the roles and the core
competencies.
According to Rothwell and Lindholm (1999) and Rothwell and Kazanas (1998)
there are currently five approaches used to study competencies in the United States
of America. These five approaches are: 1) The process-driven approach, 2) the
outputs- driven approach, 3) the invented approach, 4) the trends-driven approach,
and 5) the work responsibilities-driven approach. Each of these approaches shares
one common thread, the establishment of an expert panel of some sort. The chief
disadvantage of these approaches lies with the expert panel. First, such a panel
requires not only the identification of such experts but, more importantly, the
devotion of a sizable amount of time by those experts any where from a day to two
days. Finding a group of experts who would represent a cross-section of
industries and are willing to devote that amount of time would be difficult.
Second, while consensus is clearly enhanced with an expert panel, it is well known
that dissenting opinions may be suppressed, due to the subtle pressure to conform
to the majority opinion (McShane & Von Glinow, 2000). Since the purposes of
this study are to identify competencies of sales managers and determine if there is
a difference by industry suppression, of differing opinions will not generate
optimal results.
Draganidis and Mentzas, (2006) conducted a review of systems and
approaches to competency based management and determined that the most
commonly used research design in the development of a competency model used
the following steps:
58
Step one: Creation of a competency systems team- Selection of team
responsible for overseeing the initiative.
Step two: Identification of performance metrics and validation sample –
Develop criteria to identify superior performers.
Step three: Development of a tentative competencies list – Development
of a preliminary list of competencies which serve as a basis for building
the model.
Step four: Definition of competencies and behavioral indicators –
Information is collected on what competencies are need to perform the jobs
in the model by conducting interviews, focus groups and/or surveys with
employees and managers.
Step five: Development of an initial competency model – An initial
competency model is developed using the information collected in the
previous step by performing quantitative analysis of the surveys and
content analysis of the themes contained in the interview and focus group
results.
Step six: Cross-check of initial model – Check accuracy of initial model by
conducting additional focus groups, interviews and surveys with employees
and managers.
Step seven: Model refinement – The same types of analysis used in step
five are used to refine the model.
Step eight: Validation of the model – Validation efforts begin with
converting the competencies to a questionnaire that can be used for rating
59
individual effectiveness. The ratings on the competency questionnaire are
correlated to performance ratings to determine if each competency relates
to job performance.
Step nine: Finalize the model – Eliminate any competencies that do not
correlate with the performance measures to provide a validated model that
is linked to effective performance.
Conduct of the Study
The design chosen was presented by Draganidis and Mentzas, (2006) as the
most commonly used design in competency research, and therefore; was deemed
to be the best design for this study. The design is also similar to the design used by
Kin and Hong (2005). Since the goal of this study was to develop an initial
competency model it used steps one through five of the above process as
delineated by Draganidis and Mentzas (2006). In addition in order to improve
credibility, the study‟s design was peer-reviewed by Dr. Anita Whiteford, a faculty
member at The Pennsylvania College of Technology, who is familiar with
qualitative methods and has also conducted a qualitative study. Many of her
suggestions have been incorporated in this study.
According to Patton, (2002) “There are no rules for sample size in
qualitative inquiry. Sample size depends on what you want to know, the purpose of
the inquiry, what‟s at stake, what will be useful, what will have credibility, and
what can be done with available resources,” (p. 244). Specifically, since the
purpose of this research was to develop an initial competency model, fewer
interviews were conducted. In addition this was justified based on the criterion of
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saturation of information. This refers to a point in the study where the same
information is being reported to the interviewer (Douglas, 1985; Lincoln & Guba,
1985 ) Douglas posits that this begins to happen at around 25 participants
(Douglas, 1985).
Since the goal of this study was to develop an initial competency model for
sales managers only steps one through five were conducted. Since the study‟s
purpose was to develop an initial competency model steps six through nine were
not performed, this includes specifically, step six: cross-check of initial model –
check accuracy of initial model by conducting additional focus groups, interviews
and surveys with employees and managers. Steps six through nine reflect the
purpose of future research which is already underway. However, in an effort to
improve accuracy and credibility participants were asked to review the resulting
transcripts for accuracy.
Before the study commenced permission was sought and received from the
university‟s human subjects review board. Figure three pictorially illustrates the
steps in the design of the study. A comprehensive discussion of each step follows
below the flowchart.
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Step One:
Creation of a
Competency
Systems Team
Step Two:
Identification of
Performance
Metrics and
Validation
Sample
Step Three:
Development of a
Tentative
Competencies
List
Step Four:
Definition of
Competencies and
Behavioral
Indicators
Step Five:
Development of an
Initial Competency
Model
Figure 2: Steps in the Study Design
Step one: Creation of a competency systems team: There was one researcher
conducting the BEIs and a graduate assistant was also trained to code the resulting
interviews to provide inter-rater reliability.
Step two: Identification of performance metrics and validation sample: Job
effectiveness criteria are used to identify superior performers as compared to
average or poor performers (Spencer & Spencer, 1993). Nominations by
superiors, peers, and customers were used to identify job effectiveness criteria.
While hard criteria such as profit figures is more desirable, nominations by
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superiors is acceptable according to Spencer and Spencer (1993). Data were also
collected indicating performance effectiveness such as ranking in sales goals for
territory and organizational awards. The data were collected over a six month
period in 2009 this prolonged collection of data over time served to improve the
credibility of the study. However, the recession of 2009 is widely regarded as the
worst since the Great Depression. According to Alan S. Blinder (2009), of The
Wall Street Journal:
Economic conditions are dreadful at the bottom of a
deep recession. Jobs are scarce. Layoffs abound. Businesses
scramble for penurious customers. Companies go bankrupt.
Banks suffer loan losses. Tax receipts plunge, ballooning
government deficits. All this and more is happening right now,
in what looks to be this country‟s worst recession since 1938. At
such a deep bottom few people have a reason to smile. (July
24, 2009, p. A 15).
It can be argued that any sales manager who is having positive results in
such an economy and is still employed is successful. In addition, according to
Spencer and Spencer (1993) the identification of poor performers is “politically
impossible.” According to Spencer and Spencer (1993, p. 97) an acceptable non-
statistical small sample should include two superior performers for every 1.5
average performers. Since the main purpose the study was to generate an initial
competency model a small sample was deemed acceptable by the researcher.
Also, as stated above according to Douglas (1985) saturation of information
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typically takes place at around 25 participants. In addition, Cheng, Dainty &
Moore's (2005) study used 20 participants and yielded positive results. Also
Khandwalla (2004) used a sample of 25 managers.
Using this formulation in this study, 22 sales managers were interviewed
using the interview protocol in Appendix A. In an effort to improve transferability
these sales managers belonged to 15 companies and represented a wide array of
companies, including various industrial products, consumer goods, services,
publishing, and pharmaceutical companies.
Step three: Development of a tentative competencies list: Using the literature
review a beginning set of competencies was developed to use in later coding of the
interviews. According to Boyatzis, (1998) this is an appropriate method for initial
development of codes. “In the first step, the themes are generated from reading
and contemplating the theory, prior research findings, and/or codes used in
previous research,” (p. 36). Each competency or code was given a label and
defined.
Step four: Definition of competencies and behavioral indicators – This step was
accomplished using Spencer and Spencer‟s (1993) Behavioral Event Interview
(BEI). According to Spencer and Spencer (1993) the BEI is the heart of the job
competency assessment process, since it provides the richest data about
competencies. According to Boyatzis (1982) “the format for the interview is
similar to a journalistic inquiry,” (p. 50). Since the researcher in this study was
trained in journalistic inquiry as part of her undergraduate degree in journalism the
method was well suited to her abilities. The interview questions used in the BEI
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are open ended questions. According to Patton (1987), “The purpose of gathering
responses to open-ended questions is to permit the evaluator to understand and
capture the perspective of program participants without predetermining their
perspective through prior selection of questionnaire categories,” (p. 11).
The interviews conducted followed Spencer and Spencer‟s (1993) five step outline
for conducting behavioral event interviews. The five steps are as follows:
1. Introduction and Explanation – Introduce yourself and explain the
purpose and format of the interview.
2. Job Responsibilities – Getting the interviewee to describe his or
her most important job tasks and responsibilities.
3. Behavioral Events – Asking the interviewee to describe, in detail,
the five or six most important situations he or she has experienced
in the job – two or three “high points” or major successes, and
two or three “low points” or key failures.
4. Characteristics Needed to Do the Job - Asking the interviewee
to describe what he or she thinks it takes for someone to do the
job effectively.
5. Conclusion and Summary – Thanking the interviewee for his or
her time and summarizing key incidents and findings from
the interview (Spencer and Spencer, 1993, p. 119).
The BEI is consistent with the interview approach identified by Patton
(2002) as the standardized open-ended interview. With this approach the interview
questions are carefully and fully worded before the interview (Patton, 2002). The
interview protocol in this study followed Spencer and Spencer‟s (1993) five steps.
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(The interview protocol is contained in Appendix A) According to Patton (2002),
sthe data collected are still open-ended, “ …in the sense that the respondent
supplies his or her own words, thoughts, and insights in answering the questions,
but the precise wording of the questions is determined ahead of time,” (p. 346).
The standardized open-ended interview has a number of advantages:
1. The exact instrument used in the evaluation is available for
inspection by those who will use the findings of the study.
2. Variation among interviewers can be minimized where a
number of different interviewers must be used.
3. The interview is highly focused so that interviewee time is
used efficiently.
4. Analysis is facilitated by making responses easy to find and
compare (Patton, 2002, p. 346).
The use of the BEI, which is a standardized open-ended interview, greatly
improves the dependability of the study since the BEI has been used in numerous
competency studies. Since the BEI has a standardized open-ended interview
structure it reduces variation among interviews. According to Patton (2002), the
standardized open-ended interview increases legitimacy and credibility for
qualitative data.
The interviews were conducted either on the telephone or face-to-face
depending on the preferences of the participant. Interviews lasted between thirty
minutes and one hour. The interviews were digitally recorded and downloaded
onto a computer. Participants were assured that neither they nor their companies
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would be identified in the final product. In order to preserve confidentiality,
participants were asked to try to refrain from referring to their company or
customer companies by name, but rather to refer to them as “my company” and/or
company A, B. etc. In the event that a participant inadvertently used a company
name it has been deleted from the final product. The resulting recordings and
transcripts were labeled with only a number. In addition at the beginning of the
interview participants were informed that they were being recorded and asked if
they consented to the recording. When appropriate the researcher asked additional
probing questions such as: “Explain what you mean by . . .? “; “Ok, so how would
you define success for a sales manager?” and “Can you be more specific?”
According to Patton (2002), additional probing questions when necessary are
acceptable when planned out in advance.
In an effort to improve credibility resulting transcripts were emailed to
participants to ask for corrections and/or additions. None of the participants
indicated any changes.
Step five: Development of an initial competency model
An initial codebook of competencies was developed using the relevant
literature for possible competencies. “A codebook is the compilation or integration
of a number of codes in a study,” (Boyatzis, p. 161). Interviews were transcribed
and analyzed for themes and concepts using thematic analysis. In addition the
participants were sent the transcripts to determine if any changes were necessary.
No changes were made to transcripts. The interviews were transcribed word for
word, because according to Boyatzis, (1998) the person‟s own words often results
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in more “sensitive” raw data. Spencer and Spencer (1993) used thematic analysis.
According to Sayre, (2001) "thematic analysis is a way of seeing by perceiving a
pattern or theme in seemingly random information. Thematic analysis is a process
of coding; a theme is pattern found in the information to organize and interpret it"
(p. 211-212). Boyatzis (1998) described thematic analysis as a multistep
procedure that can be performed inductively or deductively. According to Boyatzis
(1998) a theme is “a pattern found in the information that at a minimum describes
and organizes the possible observations or at a maximum interprets aspects of the
phenomenon. A theme may be identified at the manifest level or at the latent
level,” (p. 161). A code may be a list of themes or a complex model with themes
(Boyatzis, 1998).
It is similar to open coding and axial coding in content analysis. Thomas
(2003, p. 218 ) citing Barelson (1954) defined content analysis as "a research
technique for the objective, systematic and quantitative description of the manifest
content of communication." Thomas (2003) states "open coding entails the
categorization of raw data [and] axial coding identifies concepts that link the main
categories obtained from open coding" (p. 218).
According to Boyatzis (1998) there are “two „thematic analysis‟ methods
used to identify competencies in BEI data: (1) coding interview transcripts for
known competencies, using the competency dictionary, and (2) conceptualizing
new competency themes from interview narratives,” (p. 135)
Specifically, in this study a competency dictionary was initially developed
using the existing literature as a starting point. Using the existing literature about
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sales manager competencies and/or promotion criteria, a list of competencies was
developed. These competencies became the starting point for the codes and
become the basis of the initial coding dictionary. According to Boyatzis (1998) a
code begins with a label and a definition of what the theme concerns. Therefore,
each competency or code was labeled and defined. (See Appendix B for codes and
definitions)
Analysis began once 18 interviews were transcribed. The primary
researcher began the process by reading each transcript to refresh the researcher‟s
memory about who the participant was and the content of the interview. The
transcript was then reread and themes and concepts were coded by the primary
researcher using the coding dictionary. When coding, any competency that was
recognized from the coding dictionary was coded. When new themes arose in the
data that represented new competencies, these were labeled, defined and added to
the coding dictionary. The analysis of these 18 interviews was conducted over a
concentrated two week period resulting in the researcher being immersed in the
data.
The data consisted of direct quotations of the participants. According to
Patton, (1987) “Direct quotations are a basic source of raw data in qualitative
evaluation. Direct quotations reveal the respondents‟ level of emotion, the way in
which they have organized the world, their thoughts about what is happening, their
experiences, and their basic perceptions,” (p. 11). The data was analyzed for both
manifest and latent content. Manifest content “refers to the obvious, surface
content… No inferences as to underlying meaning are necessary” (Fraenkel &
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Wallen, 2003, p. 487). Latent content “refers to the meaning underlying what is
said or shown” (Fraenkel & Wallen, 2003, p. 487).
In order to use thematic analysis, according to Boyatzis (1998) the
researcher must have the ability to see patterns in information. One key
component of this ability according to Boyatzis (1998) is “knowledge relevant to
the arena being examined” (p. 8). Knowledge of the relevant arena aids the
researcher in perceiving and making sense of the patterns in the raw data
(Boyatzis, 1998). The researcher in this study has for several semesters taught both
sales management and selling principles at the university level and is well versed
in the extant body of knowledge. In addition the researcher in this study has taken
several qualitative methods courses and has previously conducted a qualitative
study at the graduate level using interviews and thematic analysis.
Finally, the competencies or themes were organized into broad clusters of
competencies using Piercy, Cravens & Lane‟s (2007) model of control
competencies, as a starting point. When a group of competencies did not fit this
model, but seemed to be related to each other they were grouped together and
added as a sixth cluster. The sixth cluster represents relationship competences.
A graduate assistant in the MBA program was trained as a second coder
and independently performed the analysis as described above in order to improve
reliability and credibility. In keeping with the goal of confidentiality, the graduate
assistant did not know the identities of any of the participants; she simply read the
transcripts. As an MBA student she also had grounding in the basic knowledge
base. To further facilitate her understanding of the research she was asked to
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perform a literature review of the topic. She was then given the codebook and
asked to read the transcripts and using NVivo, code the transcripts. She was given
the freedom to examine the data for new themes if they emerged and did not fit
into an existing theme. If a new theme emerged she was asked to label it and
define it. It is generally recognized that the use of a second coder is one way to
improve reliability (Frankel & Wallen, 2003, Spencer & Spencer, 1993). In order
to assess internal reliability a graduate assistant was trained as a second coder and
coded the data. For 30 of the 32 resulting categories agreement was between 90
and 100 percent. Commonly, agreement of at least 80 percent is used to confirm
internal reliability; therefore, internal reliability in the study is quite good
(Fraenkel & Wallen, 2003).
The mechanics of the analysis involved the use of NVivo version 8. NVivo
is a qualitative software package developed by QSR International. NVivo
facilitates the importing and coding of qualitative data. It generates the lists of
resulting coding categories along with the associated text. It also supports multiple
users and speeds up the process of calculating inter-rater reliability generating
reliability reports. While NVivo does support the use of automated content
analysis, this feature was not used. “A computer program cannot always
determine what someone meant by a term or phase. It is relatively easy in a large
analysis to misinterpret a result because you did not take into account the subtleties
or context of meaning” (Trochim, 2005, p. 128).
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The Sample
The sample was chosen, by approaching companies though networking
and once agreement was gained outstanding subjects were nominated either by
peers, supervisors or result-based. The goal was to identify successful sales
managers and to achieve a wide sample of various industries including industrial
products, consumer products and services. This wide sample served to aid in
answering research question two and also improved the transferability of the
study. In an effort to not bias responses no prior effort was made to distinguish
the nature of the sales approach, therefore, no a priori questions were asked
concerning the organization‟s sales approach. Participants were asked to sign an
informed consent form, a copy of which is included in Appendix D.
As a qualitative study this study used purposeful sampling. The purpose of
qualitative research is, according to Patton, (2002) “ to learn a great deal about
issues of central importance to the purpose of the research, thus the term
purposeful sampling” (p. 46). The strategy then is to select information-rich cases
from which a great deal can be learned. According to Patton, (2002) “Studying
information-rich cases yields insights and in-depth understanding rather than
empirical generalizations” (p. 230). Therefore, according to Patton (2002)
“Purposeful sampling focus on selecting information-rich cases whose study will
illuminate the questions under study” (p. 230). There are several different
strategies for purposely selecting information-rich cases (Patton, 2002). This study
used criterion sampling, which according to Patton (2002), is to review and study
cases the meet some predetermined criterion of importance.
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In this study the criterion of interest was successful sales managers,
therefore, a purposeful effort was made to locate and identify successful sales
managers. This was accomplished by locating sales managers through attending
conferences, job fairs and networking with Bloomsburg University‟s College of
Business Advisory Board and colleagues. Once a potential contact was made that
individual was asked who they would recommend to participate and why. A
performance metric indicating successful performance on some level was sought.
Typical responses that lead to contacting a potential participant were “you have to
talk to ____ he/she won mentor of the year,” “talk to my sales manager, she/he‟s
great,” or “talk to ____ he/she was first in sales in the district.”
Of the twenty-two participants in the study, three were women and the
remainder were men. This is consistent with the traditional underrepresentation
of women in the ranks of sales managers. According to a survey of 200 sales and
marketing executives conducted by Sales and Marketing Management in 1996
and quoted by Marchetti (1996) an average of 22 percent of their sales managers
are female. That number increases to 41 percent in the service industry, and
decreases to 17 percent in the manufacturing industry (Marchetti, 1996). While
the percentage of women sales managers has likely changed since this study,
nothing was found to indicate that the percentage dramatically differs. The age
range was from 24 to 65 with between two to 25 years of experience as a sales
manager. With the exception of one participant all participants possessed an
undergraduate degree. They represented 15 different companies and included a
wide range of businesses including consumer products, industrial products,
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services, publishing and pharmaceutical products. Participants were also
geographically dispersed with participants in the Northeast, the South and the
West Coast.
Chapter Summary
The overall design of the study is a qualitative design. Qualitative data
were gathered using Draganidis and Mentzas, (2006) most commonly used steps
in the development of a competency model which draws on Spencer and Spencer‟s
(1993) five step outline for behavioral event interview. The sample consisted of
22 participants with a range of experience form two to 25 years in sales
management and from a wide range of businesses. Content analysis was used to
analyze the data and the process was facilitated through the use of NVivo software
for qualitative research. Two coders analyzed the data in order to improve
reliability.
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Chapter 4
RESULTS AND DISCUSSION
Organization of the Chapter
The first part of this chapter looks at the first research question, what are
the minimum competencies needed for success as a sales manager and proposes an
initial competency model. The second part of the chapter looks at the second
research question, is there a difference in competences based on selling situation.
The Purpose of the Study
The purpose of the study is to develop an initial competency model necessary for
success in the sales manager‟s job in the business to business market.
Research Question
In order to investigate the relationship of the sales manager‟s job content
and the content of training programs, the current study sought to answer the
following questions:
What are the minimum competencies for success in the sales manager‟s job in
the business to business market?
Sales Manager Competencies
The content analysis yielded thirty- two coded categories of competencies.
Those categories in alphabetical order were: adaptable, analytical, boundary
spanning, coaching, communication and listening, competitive, confident,
customer orientation, empathetic, empower salespeople, ethical, high energy,
impatient, initiative, intuitive, learning oriented, motivate and lead, patient, people
oriented, planning, politically astute , problem solving, product and industry
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knowledge, relationship oriented, results oriented, satisfaction through others,
support reps, teamwork oriented, training and developing salespeople, understand
cultural differences, and understand when to take action.
Using a combination of the number of sources citing a category and the
number of references a top ten category list was created. Coaching and planning
stood out as the most frequently cited activities undertaken by sales managers with
19 sources each and 84 and 38 references respectively. Tied for second were the
categories of results oriented cited by 18 sources each with 61 references for
results oriented and planning and training and developing with 55 references. The
categories of customer orientation and communication and listing were tied for
third with 16 sources each and 26 and 41 references respectively. Relationship
oriented was fourth, with 15 sources and 45 references. Satisfaction through others
was fifth, with 14 sources citing it and 39 references. Sixth, was tied with both the
categories of learning oriented and understand when to take action with 12 sources
citing them. Learning oriented 18 references and understand when to take action
had 26 references. Seventh was the category of high energy cited by 11 sources
with 17 references. Tied for eighth cited by 10 sources each were the categories
teamwork oriented, motivate and lead, adaptable, empathetic, and people oriented.
Ninth was with the categories support reps, product and industry knowledge,
problem solving, competitive, and boundary spanning cited by nine sources each.
Tenth was the category of analytical. Below, table eight illustrates these
categories in a visual manner.
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Table 8. Top Ten Categories of Competencies Cited by Sources
1. Coaching, planning
2. Results oriented; training and development
3. Customer orientation; communication and listening
4. Relationship oriented
5. Satisfaction through others
6. Learning oriented; understand when to take action
7. High energy
8. Teamwork oriented; adaptable; motivate and lead; empathetic; people
oriented
9. Support reps; competitive; product and industry knowledge; problem
solving; and boundary spanning
10. Analytical
The remaining competencies in order cited by sources were: confident,
ethical, sales skills, intuitive, empower salespeople, patient, politically astute,
reward reps, initiative, and understand cultural differences.
In order to assess internal reliability a graduate assistant was trained as a
second coder and coded the data. For 30 of the 32 categories agreement was
between 90 and 100 percent. Commonly, agreement of at least 80 percent is used
to confirm internal reliability; therefore, internal reliability in the study is quite
good (Fraenkel & Wallen, 2003). The NVIVO printouts listing the codes, number
of references and sources and code definitions is included in Appendix B. The
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NVIVO inter-rater reliability calculation printouts are included in Appendix C.
The two categories of teamwork oriented and impatient were coded by the second
coder and not the primary researcher and, therefore, there was 100 percent
disagreement in these two instances. While six sources cited levels of impatience
it was usually with regret and not related to successful outcomes. The primary
researcher was persuaded by the logic of the category of teamwork oriented and it
is now included as a competency category. Many of the statements in this
category were originally interpreted by the primary researcher as fitting into one of
the categories of people oriented, relationship oriented, or customer orientation.
Comparing the results of this study with Boyatzis‟ (1982), competencies of
managers from Table 1 on page 23, it can be observed that there is considerable
overlap, however, there were also some differences that are unique to sales
managers. Specifically, coaching was the number one competency cited by sales
managers and it does not appear in Boyatzis‟ competencies of managers. In
addition, satisfaction through others, results oriented, customer oriented,
competitive, boundary spanning product and industry knowledge, and supporting
the reps do not bear any resemblance to the competencies of managers found by
Boyatizis (1982).
Comparing the results of this study with Dubinsky and Ingram‟s (1983)
promotion criteria for sales managers from Table 2 on page 25, it can be observed
that there is quite a bit more overlap, yet there are still differences. Coaching is
not a criterion for promotion according to Dubinsky and Ingram‟s (1983) study,
perhaps because it is assumed that this is something that these individuals will
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receive in training. Other differences were results oriented and satisfaction through
others. It is surprising that results oriented does not appear as a criterion for
promotion to sales manager since achieving a sales goal is one of the important
measures of success for a sales unit. Also relationship abilities are not included as
criterion for promotion, but this may indicate just why it is important to study sales
manager competencies. Dubinsky and Ingram‟s study was done in 1983, and since
then sales has evolved to a relationship oriented approach, therefore, relationship
skills are important for salespeople and sales managers.
Satisfaction Through Others
It is surprising that the ability to achieve satisfaction through others is not
included as criterion, since sales managers have to achieve their success through
others. This is surprising because salespeople achieve their goals individually
and sales managers do it through others. In order to transition from a salesperson to
a sales manager an individual had to adjust to gaining satisfaction through others.
In the words of one of the participants:
I think the second and probably most important thing, which gets
you to that goal, is to figure out how to flip those goals through
people. Sales managers don‘t do it themselves, they do it through
the team they have built around them. You can see some fantastic
account managers out there that will never be good sales
managers, because they can‘t figure out how to get that through
somebody else.
The following participant quote further supports the competency:
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I am more proud of my team and how they‘ve developed and how
they‘ve been loyal to the organization, and to work with them as a
person. To look forward to working with any of my sales
representatives, that is as much or more important to me, as
meeting that goal. I want to meet my quota, but I know if we‘re
doing all the right things, qualitatively, we‘ll meet that goal.
Also the consulting organization, The Gulas Group, does not include satisfaction
through others or coaching as a competency of sales managers. Also, Piercy,
Cravens & Lane (2007) do not include achieving satisfaction through others as
one of their control competencies.
Another participant illustrates the competency with this quote:
I don‘t call on customers very much myself any more. Everything
had to be done through other people. So, my job was to lead and
develop and make sure they were capable of getting the numbers
that I was in charge of getting, so I had to do it through them. So,
that was a very important role.
A participant who won mentor of the year in his organization said the following:
Not that year, but the next year, she was the number one rep in
the country. I took a lot of pride out of that.
Relationship Orientation
The importance of relationships is included in Boyziatis‟ (1982) study of
managers and is listed as “concern for relationships.” It is not listed as a criterion
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for promotion to sales manager in Dubinsky& Ingram‟ s (1983) study, nor is it
listed as a control competency by Piercy, Cravens & Lane (2007), and that is
perhaps one of the important findings of this study. According to Ingram et al
(2008):
Personal selling is moving from transaction-based
methods to relationship-based methods. Rather than
trying to maximize sales in the short-run, relationship-
based selling approaches focus on solving customer
problems, providing opportunities, and adding value to
the customer‟s business over an extended period (p. 9).
While Piercy, Cravens & Lane (2007) are interested in the sales manager‟s control
competencies and how they differ based on the selling situation from a transactional
approach to a relationship based approach, they do not consider concern for
relationships as a control competency.
Of the 22 participants in the study 15 or 68 percent cited the importance of
a relationship orientation, and 16 or 72 percent cited the importance of a customer
orientation. This is clearly consistent with a relationship-based approach to selling
and that it would carry over to a sales manager competency. The following
participant quote illustrates a customer and relationship orientation:
Your customer really has to have all the faith in the world in you.
He has to trust you, and when you build up that confidence in
your customer, you will have a successful relationship, you‘re
going to have a successful project.
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Another participant said the following about a customer and relationship approach:
With my relationship with the customers, I always had an ability
to connect with people and connect with customers, and with
sales, it‘s very, very important to always remember that you‘re
dealing with people. It‘s not always black and white when you‘re
dealing with numbers, and not always about strictly numbers and
profit margins, how much money you make for them, and how
many cases you‘re going to sell, which is still connecting with
people, and I always understood that. I worked really hard to
connect with them as a person first, and hopefully the business
would follow.
Another participant simply said:
It‘s all about relationship. You just have to continue to
reinforce, but it‘s all about relationship.
Another participant statement confirms the transition to a relationship-
based sales approach with the following statement:
Our business is about long-term business. We don‘t do one
deal and walk away from it; you have to plan for the future.
Sales managers also expressed the importance of building and maintaining
relationships with their salespeople. The following was expressed by one
participant:
…but that sales person didn‘t have that relationship with you to
know they‘d support you in the sale, and they wouldn‘t sell it
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through they wouldn‘t pull it through. If you had a great
relationship with your sales people, but you couldn‘t get your
product on the floor for the buyer, there was nothing there
for them to show to be able to sell it through. So, you really
needed both aspects.
Another sales manager said the following:
Very much so, I think that it‘s all about relationship building,
and that‘s external and internal. I think that the more successful
managers are the ones who have reps who aren‘t afraid to come
to them with a situation.
Coaching and Planning
When comparing the results of this study to Shepherd and Ridnour‟s (1995)
study of the contents of sales manager training programs it can be observed that
there are numerous overlaps. It is in training that the ability to coach is included.
Coaching is clearly the most frequently cited competency by sales managers in the
study with 20 out of 22 participants citing it. As one participant said;
I think it‘s the most important thing that I do. Coaching
embodies training development, and teaching, motivating,
assisting, developing, all those different elements.
Another sales manager demonstrated coaching though his example of
discussing a salesperson‟s presentation:
So, that situation required me to say, ―Hey, the preparation was
awesome. All your materials look good, your numbers look good, I
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know how much energy you put into that, but I think the thing we
learned from today‘s experience was that you can never go into a
sales presentation with not having rehearsed how this is going to
unfold. So, you have to push your planning process forward even
more, so you have time to get all the materials prepared, and then
think through the logic of what you want to say and how you‘re
going to say it, and be able to engage your buyers in a discussion
and not just download a bunch of facts that, at the end of the day,
we didn‘t achieve anything.‖
Another sales manager described coaching this way:
I think that you have to do the most, strengthening their best strengths.
We all talk about strengthens someone‘s weaknesses, which is
important, but I think you also have to reinforce and encourage them
to use their strengths and understand what their strengths are to get
the best out of them. If you‘re only looking at their weaknesses, you‘re
improving them, but sometimes having them focus on their strengths,
and build on those can generate more volume in the short run, while
strengthening their weaknesses can help eliminate excuses that may
limit sales in the long run.
This participant summed up the competency as:
You kind of have to be a combination of a cheerleader,
a master planner and executor.
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Coaching is included as one of Piercy, Cravens & Lane‟s (2007) control
competencies and is included under the heading of directing. They also include
training and developing in this category, and that is consistent with the findings of
this study. Boyzatis (1982) also includes the competency of developing others.
The third most frequently cited competency, planning, is not mentioned as a
competency in Boyzatis‟ (1982). It included as competency in Dubinsky and
Ingram‟s (1983) study nor as a manager control competency in Piercy, Cravens &
Lane‟s (2007) study, however, it is included as a training topic in Shepherd and
Ridnour‟s (1995) study of the contents of sales manager training programs. An
example of planning would be the following statement by one participant in this
study:
So, you have to push your planning process forward even more,
so you have time to get all the materials prepared, and then think
through the logic of what you want to say and how you‘re going
to say it, and be able to engage your buyers in a discussion and
not just download a bunch of facts that, at the end of the day, we
didn‘t achieve anything.
Another participant said:
…you have to investigate the customer, whether it‘s in person,
just going and introducing yourself either on the Internet or by
various trade associations, and get a feel for what the customer‘s
requirements and needs are, or what their buying policies are,
essentially, and certainly buying cycles, and what type of buyer
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they are, technical buyer, price buyer, etc. Then of course, you
develop a plan according to what you‘re determined on your
investigation.
Another participant illustrates planning with the following quote:
What is your objective? We talk about that quite a lot. Do you
have clarity of purpose? Do you know what you want your
buyer to do? How would you walk them through that? If you
could script this yourself, what would you want that buyer to do
exactly, not vaguely, but exactly? That‘s number one, being
clear about that, setting good objectives.
Results Oriented
The competency of results oriented is included in Piercy, Cravens and
Lane‟s (2007) control competency category of evaluating. However, it is not
included as a competency in Boyzatis‟ (1982) competency study or as promotion
criteria for sales managers in Dubinsky and Ingram‟s (1983) study. This was
somewhat surprising since results form the basis for all sales professionals‟
evaluations. As one sales manager in the study said:
OK, number one, I think you need to be results-focused, to be able
to understand that your job is to hit numbers. There are no ifs,
ands or buts about your job to achieve performance targets, and
you need to be results-focused and gearing towards that.
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Concerning results, another participant said the following:
Well, I‘d say overall, in the sales manager‘s role, our number
one task was to meet or beat the sales forecast of the budget
numbers. I mean, it was foremost in our minds at all times. To
beat the numbers, we may have had market share objectives; we
may have had new product introduction objectives, we had
furniture market selling objectives, twice a year, April and
October, in our industry. But, the cardinal task was asked, for us,
to meet the sales forecast number on the financial plan, and if we
could, sell a richer mix.
The critical nature of results for sales managers was pointed out by this participant:
One, you have to understand the larger sense of the objectives. You
really have to understand that you are responsible for the top rung
of the P&L without orders or everything else falls apart. You have
to be wholly committed to figure out a way to beat the sales
forecast, to beat the budgets and financial plan.
Another participant‟s comment points out how deeply the competency runs in the
following quotation:
It‘s kind of a thrill for me to try to step up to a challenge I can be
successful with, so I set goals for myself, and I try to do it. Sometimes, it
happens fast, and sometimes it takes a long time. You try to meet your
goals, but sometimes, setting goals and being challenged is what helps.
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Know When to Take Action
Another competency category found in this study that does not appear in
the literature is the ability to know when to take action. This competency is defined
as the ability to take the pulse of a situation and choose the appropriate action
whether it involves people or organizations. This competency was cited by 50
percent of the participants and generally was cited as they reflected on past actions
that they considered ineffective. For example, one participant said:
Yeah, I think that some issues with people, and obviously I didn‘t
know this at the time starting out, but there are some issues where
you can‘t help some people. You need to make your decisions a
little quicker on some issues, whether it be taking some
responsibilities away from somebody and giving it to somebody
else. You always wish you had acted quicker on certain issues, but
I have found that, over the past two years, I have gotten better at
that, but obviously, hindsight is twenty-twenty when it comes to
that.
Knowing when to take action was described by a participant this way:
So, just get a little bit uncomfortable, fix the problem today, and it
might mean that you have to fire somebody or have a difficult or
uncomfortable conversation; just have it and get it over with,
because that same situation, and you let it go, turns into
something huge tomorrow.
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Another participant simply summed this competency up as:
There comes a point, and we have to recognize that point, and you
do what you have to do.
When reflecting on a situation in which he wished he had done things
differently another participant said the following:
He was not a great leader, and he did a lot of things wrong, and I
kind of sat back as a number two person, and I just allowed it to
happen, and didn‘t step in and try to make things right. I kind of
look back on those three years and this person that was doing
things wrong, such as stealing from the company and things like
that.
Adaptability
The competency of adaptability which was cited by 10 of the participants is
also not included as a finding in any earlier study. This finding may reflect the
change in sales from a transactional approach to a relationship approach, since
being adaptive is cited as one of the keys to building relationships (Weitz,
Castleberry & Tanner, 2007; Jones, Stevens & Chonko, 2005). Adaptable is
defined here as being able to change your behavior and actions based on the
situation. For example one participant said:
You have to always expect the unexpected, and I think, the more
creative and flexible you are in your decision-making process, the
more quickly you can identify a situation, the greater the asset
you become to the rep you‘re trying to manage.
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The importance of adaptability in building relationships is illustrated by
this participant with the following:
I‘m working with a rep based in Wisconsin, who is, in turn,
working with a finance user customer that makes a snack mix. The
way this customer went about making their snack mix was sort of
unique, compared to other people. So, in working with their rep,
there was a very, very in-depth exchange of technical information,
as far as the web share and the customer‘s comprehension as to
how they like to operate, and we were able to take that
information and adjust our offering, so that it was very, very
closely matched with what the customer was looking for. That
allowed us to beat the competition, because the competition was
trying to give them a ‗cookie cutter‘ solution, if you will, and our
solution was more customized to what they needed, and it worked
like a charm.
Another participant said it simply as:
With the business as it is nowadays, you need to be able to
change, be nimble and be quick.
How change drives this competency was pointed out by this participant:
You have to be positive. You have to be a positive influence; you
have to be able to motivate and be able to adapt to different
situations, because things change all the time.
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Communication and Listening
Interestingly enough, the competency of communication and listening is
not included in the literature as a competency of sales managers; however, it is
cited as a key skill in building relationships and is consistent with a relationship
selling approach (Weitz, Castleberry & Tanner, 2007; Jones, Stevens & Chonko,
2005). It is interesting because communication and listening is key to interpersonal
selling skills (Weitz, Castleberry & Tanner, 2007) Therefore, it is surprising that
the skill would not carry over and be recognized as a competency of sales
managers by other researchers. Thirteen participants in this study cited
communication and listening as an important competency for sales managers. In
this study communication and listening is defined as: Send clear messages and
ability to discern meaning from what you are being told and to provide appropriate
feedback. For example one participant said:
Communication skills would probably be the most important,
because not being able to properly convey what you want out of
people, you tend to lose that. Communication, listening skills,
being done with what you have told people to do and what people
have brought up to you, and being able to adapt to the situation
and being able to recognize that.
Another participant said:
Listen carefully to their responses, and playing back those
responses, and listening for those cues, that if you‘re properly
prepared, you‘ll be able to capitalize on to demonstrate that your
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proposal has a benefit to them. So, questioning and listening is
pretty critical.
Another participant said:
I think you had to be a skilled communicator. You had to get up
and communicate the goals and the objectives with a story that
made sense that other people could really rally behind and be
enthused about.
The competency of communication and listening was summed up this
way by another participant
As a sales manager, you can‘t be one who just looks at the
numbers; you have to be able to communicate. You have to look
people in the eye, get people to trust you; that‘s the most
important.
Empathy
Another finding that is not in the literature as a sales manager‟s
competency is the competency of empathy. The competency of empathy was cited
by 10 participants. Empathetic is defined here as: An ability to see the situation
from the perspective of another and understand the emotions of others;
understanding, being aware of, being sensitive to, and vicariously experiencing the
feelings, thoughts, and experience of another. This definition of empathy was
adapted from the Merriam-Webster on-line dictionary and can be found at
http://www.merriam-webster.com/dictionary/empathy. Empathy is one of the
dimensions of emotional intelligence, which is considered to be consistent with a
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relationship selling approach (Manning, Reece & Ahearne, 2009; Weitz,
Castleberry & Tanner, 2007 ) For example one participant said:
The second thing you need to have is empathy. Particularly sales
people, you have to have a keen sense of what your buyer is
feeling. You have to be able to anticipate and respond and react
and redirect your conversation, based on both the verbal and
non-verbal dialogue you‘re having with your buyer. Sometimes
the non-verbal communication is more important than the verbal
communication.
The importance of empathy in working with his/her salespeople was discussed by
a sales manager this way:
You should have empathy towards them and be very empathetic to
their situation., what‘s going on in their lives, and if you know that,
you have to ask questions about what‘s going on. You have to take
an interest in them. Even if you don‘t know what‘s going on, you
have to let them think you do, and ask them questions, and get
involved in their lives. That‘s going to give them a sense of, ―This
person cares about me, and this person wants to see me succeed,
and this person is here to help me, and he is truly serving me
instead of the other way around.
Another participant said the following about the importance of empathy:
It's the empathy and the fact that you need to be able to listen and
understand what people are asking you. And without those
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qualities, and not being able to deviate from those qualities, you're
not going to be successful.
Another simply said:
I had to remind myself to put myself in their shoes.
Teamwork Oriented
While team-oriented is mentioned less often than other competencies this
may reflect an increasing trend to use team-selling in organizations. Many
multinational companies follow the team selling approach for various products and
services, for example when the customer faces as a first-time buy and salespeople
need to support such negotiations with comprehensive information needs,
(Rajagopal & Rajagopal, 2008). Team selling is also more likely to be employed
when the seller‟s potential sale is large and when the product is new to the product
line of salespeople (Rajagopal, 2007). In the instance when an account requires
special treatment or a large number of people are involved in the process of buying
decision, team selling would also be an advantage (Rajagopal & Rajagopal, 2008).
This trend toward the increased use of teams may be the result of the increased
desire on the part of organizations to build relationships. Often developing a
successful relationship with customers requires the participation of many
individuals from the selling firm (Ingram et al., 2004). Interestingly enough a
number of the participants in this study regard themselves as part of a team, for
example one participant said:
You know, we try to do something fun, not really crazy and
expensive or bowling. We had a karaoke one time, which was a
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blast, that kind of stuff. We try to get, I play a lot of ball, kind of a
locker room mentality, to try to get to know the people you work
with.
Teamwork oriented was illustrated by this sales manager with the
following:
Everybody has individual goals, but you have to think of the
team, and I even run contests; we have a lot of sales contests,
maybe the top two people in a division or the top two people on a
team or whatever. I always sit my team down and say, ―We‘re not
participating in this. What we‘re doing is we‘re doing it our
way.‖ I‘ve spoken to our director and said, ‗This is what I do:
You give me a number. If we make it, then our whole team wins. If
we don‘t, none of us wins.‘ And that‘s how I think it‘s extremely
important. I really do.
Another participant said it this way:
I would say on the top of my mind is one, you‘ll never do it alone,
you‘ve got to be skilled enough to leave room for everybody else‘s
to keep players‘ buy-in. It’s a team thing; it‘s supported by a
network of minds.
The following quote illustrates the connection between a team orientation and sales
manager‟s outcomes:
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We compensate our sales managers based on team successes, not
individual successes. The team actually has to make their quotas
and their goals, and that's how they're compensated.
Other Competencies Consistent with Relationships
Some of the lesser mentioned competencies such as boundary spanning,
patient and ethical are consistent with a relationship based approach. Examples of
boundary spanning are:
You need to follow through in a timely fashion, communication up
the ladder, upstream and downstream, communication to
manufacturing, to your management, to other sales people in your
organization, communication down to your reps, to your
distributors and to your end users in a timely fashion.
Another example of boundary spanning is given by this participant:
I think that certainly cooperation with other parts of an
organization, certainly the size of our organization, it‘s important
to realize that you can‘t, nor can anyone else, do everything on
your own, and that you need the cooperation of the other
functional areas of your organization. You need to understand
them and how they work, what they need to do in order to be
successful and to learn what their goals are, so that when you‘re
working with them, you can take that into consideration to get
what you need overall out of the situation.
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The following quote provides another example of the boundary spanning
nature of the sales manager‟s job:
The last part of the puzzle then is to communicate with
management, letting them know what the needs of the team are,
what is helping, what is hurting us from keeping our objectives.
The following quote illustrate the balance that sales managers need to achieve
through boundary spanning:
We‘re basically in the middle of Marketing and Sales, and we
pretty much are there to make sure that we create raving fans on
both ends.
A participant example of the competency of patient is:
Another thing is don‘t be temperamental; have good manners
toward his client; treat them with full respect.
Patient is also illustrated in this quote:
I know now with the experience of hindsight and having gone
through multiple scenarios like that, sometimes I could have been
a little more patient.
Another participant made this simple statement:
Be very patient in negotiations.
The following participant quote illustrates the competency of ethical:
Well, hopefully I‘ve set a good example in the areas of honesty
and integrity. I think those are extremely important. You know,
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people have to believe in one another, they have to be able to
look their associates in the eye, and know you can trust them
with their wallets and in family situations.
This participant provides another example of ethical:
But, anything that you that‘s deceitful or misleading—you
know, there‘s a gray area? When you go over that gray area
into the black, that‘s when you‘re in trouble. You just have to
be careful. There are certainly legal things that you don‘t ever
go past, and there are certain moral things that you need to be
careful about what you‘re doing.
The following quote illustrates how one participant sees the connection
between ethical and success:
There are a lot of people who can hit their number, but in the
case of the person I was talking about earlier, if you‘re doing it
the wrong way, it eventually becomes discovered, or even if it
doesn‘t become discovered, if you‘re not doing it the right way, I
don‘t think you‘re successful.
Other Competencies Consistent with Planning
Other lesser mentioned competencies that are consistent with the planning
cluster of competencies includes: learning oriented, product and industry
knowledge and analytical. Learning oriented is illustrated with the following
participant quote:
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Yeah, yeah, and that‘s the value of being around some of the
best people in the industry that I believe we have with our
company. You see different styles, and you watch other people,
and you discuss with other people similar situations and you
say, ―Wow, that a pretty good darn idea.‖ I wish I would have
known that then, but what you do is, you continue to move
forward, and you try to do be better each and every time one of
those opportunities presents itself.
A learning orientation was illustrated by another participant quote:
I guess the other thing I would say is you need to have a kind of
learning orientation, too. You have to constantly be learning,
and now that I‘m in a different role now, I understand it even
more, but you have to constantly be growing and challenging
and growing yourself, investing in yourself.
Another participant simply said:
It‘s a learning process, it‘s always a learning process, that you
can‘t have just one way of doing something
The importance of product and industry knowledge is illustrated with the
following participant quote:
You have to be knowledgeable of your product to be able to
overcome your objections that will come from, again, the
customer, a subordinate, a senior manager or another person in
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the company. You have to have that product knowledge to be
able to talk to them on a certain level.
Product and industry knowledge importance was described by a
participant this way:
Well, I‘d say one of the dynamics at work was constantly trying
to perceive and define the market need. We were clearly driven
from what were the nine operating trends in the business in the
market.
Another participant put product and industry knowledge simply this way:
O.K., one is he needs to have a good construction knowledge.
He‘s going to have to know his product inside and out. If he
doesn‘t know his product, he doesn‘t have a prayer.
The importance of the analytical competency is illustrated with the
following quote:
They also have to be financial. Our sales managers need to
understand the impact of sales and expenses not only in their
own departments, but what it means to the whole branch. As I
said earlier, we're sort of run as individual companies, and we're
looked at as an individual company and sales are a very
important part of it. The sales managers have to have some type
of financial, not a financial background, but have the ability to
understand the figures within the branch.
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The analytical competency is further illustrated with the following quote:
I think a big part of being a good sales manager is the ability to
recognize the situation that you have, to be able to look at it and
then determine the best way to go about handling and achieving
that objective. I‘m looking for somebody that has shown that
ability in the past, that has been able to take a situation, look at
it, analyze it, listen to what people had to say about it, and then
bring in the right people to go and handle and achieve that goal
and to hit that situation.
Another participant simply said the following:
You have to have a technical astuteness, and you have to have
an analytical mind
Other Competencies Consistent with Rewarding
Other lesser mentioned competencies that are consistent with the rewarding
cluster of competencies includes: empower salespeople and reward reps. Empower
salespeople is illustrated with the following participant quote:
I‘m going to trust your judgment. I‘m going to assume that you
have the skills and talent to do this job, and I’m going to
empower you to make decisions. We‘re going to make some
mistakes along the way, but I‘m going to empower you.
Another participant said the following concerning the empowering of salespeople:
I encouraged them to be creative and step out of the box and take
some risks, and I think they were very reluctant, especially in
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New York, because everything had to go through the manager
there, and they had to clear everything first, and I said, ―We‘re
not going to do that any more, I want you to take risks.
Another participant reflected on the failure to empower the salespeople and the
lesson learned with this quote:
When I first started out, I had more and more people coming
to me, asking me on more trivial, smaller matters on sales.
Sometimes, I found that it works a lot better when I said,
―Well, you know, let‘s go with what you think on this one, and
let‘s trust in that.‖ Now, with your good people, at the time, it
was the correct decision to make. At the time, I guess I was
leaning more to that a little too much, and maybe I should
have believed in that a little sooner, but now it‘s helping.
Concerning rewarding the reps one participant said the following:
One little piece of that was that you really couldn‘t do it with
money, because they were all highly compensated on
commission selling B___ brand, so ultimately, we did a forced
ranking, and we put out those who were selling M___ R___,
with the top the best, and those who weren‘t selling much at all
at the bottom, and frankly, we kind of shamed them into
commitment. So, their egos were at stake more than their
pocketbook, and frankly, it worked.
Another participant talked about monetary rewards for the salespeople:
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provide timely feedback to their performance, which is closely
tied to their bonus payout.
Finally another participant points out that rewarding the reps is not always
about money:
If somebody has been in this position before, where they didn‘t
care about their employees, they didn‘t recognize them when
recognition was due.
Using a synthesis of this study‟s results and drawing on Piercy, Cravens &
Lane‟s (2007) control competencies, and the competencies identified as
relationship oriented in Weitz, Castleberry and Tanner‟s (2007) model of the
foundations of successful relationships (discussed more fully in the selling
situation that follows) the proposed initial competency model for sales managers is
reflected in Table 9:
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Table 9. Initial Competency Model for Sales Managers
Relationship Buiding Planning Monitoring
Relationship oriented Learning oriented Support reps
People oriented Product and industry knowledge High energy
Customer oriented Adaptable
Empathetic Analytical
Satisfaction through others Intuitive
Ethical Politically astute
Communication and listening Problem solving
Teamwork oriented Confident
Patient Initiative
Understand cultural differences.
Boundary spanning
Directing Evaluating Rewarding
Coaching Results oriented Empower salespeople
Training and development Understand when to take action Reward reps
Motivate and lead Competitive
Sales skills
A comparison of the competencies identified here and the contents
of training programs as identified Shepherd and Ridnour (1995) is
illustrated by Table 10:
Table 10. Competencies of Sales Managers and Contents of Training Programs
Competencies of Sales
Managers
Contents of Training
Programs
Relationship oriented
People oriented
Customer oriented
Empathetic
Satisfaction through others
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Ethical Business ethics, sexual
harassment, discrimination
issues
Communication and listening
Teamwork oriented Team building
Patient
Understanding cultural
differences
Managing diversity
Boundary spanning
Coaching Coaching
Training and development Training techniques/skills
Setting standards and goals
Recruiting and selection
Motivate and lead Motivational skills
Sales skills
Learning oriented
Product and industry knowledge
Adaptable
Analytical Competitive analysis
Intuitive
Politically Astute
Problem solving Problem solving
Confident
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Results Oriented Quota setting; general account
strategies; developing a
business plan
Understand when to take action Terminating salespeople
Competitive
Support reps
High energy
Empower salespeople
Reward Reps Performance reviews
It can be observed from Table 10 that relationship building skills are
largely left out of sales manager training programs. This could be due to
the dated nature of Shepherd and Ridnour‟s study which is nearly fifteen
years old and changes have occurred in the marketplace, or it could simply
reflect a gap in training. For example, Pelham (2006) argued that despite
the marketplace trend toward a global marketplace with declining product
differentiation “there is a lack of emphasis in sales training and other sales
management programs on consultative skills” (pg. 38). Consultative skills
according to Chonko, Tanner and Weeks (1993), include problem solving
skills and behaviors, adaptive selling skills, and customer relationship
building skills.
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Selling Situation
The sample was chosen, as stated earlier, by approaching companies
though networking; and once agreement was gained, subjects were nominated
either by peers, supervisors or results-based. The primary goal was to achieve a
wide sample of various industries including industrial products, consumer products
and services. In an effort not to bias responses, no prior effort was made to
distinguish the nature of the sales approach, therefore, no a priori questions were
asked about whether the organization used a relationship approach or a
transactional approach. While not a primary purpose of this study some
observations can be made about selling situation.
Of the 22 participants, 16 talked about at least four out of five competencies
from Table 9 in the main relationship competencies of satisfaction through others,
relationship oriented, customer oriented, people oriented, and empathetic. An
additional two talked about some of the main relationship competencies. A core of
five participants talked about all the previous competencies and five of the
remaining six competencies. The remaining four participants did not discuss any of
the relationship competencies, yet it cannot be said with a certainty that those
participants used a transactional approach.
The competencies identified as relationship oriented are consistent with
Weitz, Castleberry and Tanner‟s (2007) model of the foundations of successful
relationships. According to Weitz, Castleberry and Tanner (2007) the foundations
of successful relationships are mutual trust, open communications, common goals,
a commitment to mutual gain and organizational support. According to Weitz,
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Castleberry and Tanner (2007), trust includes dependability, competence, customer
orientation, honesty and likability. Competence here refers to knowledge of the
customer, product, the industry and the competition (Weitz, Castleberry & Tanner,
2007). When comparing these foundations of a successful relationship to the
relationship oriented competencies identified in this study considerable overlap can
be observed. Specifically, customer oriented, ethical, communication and
listening, are specifically included in Weitz, Castleberry and Tanner‟s (2007)
foundations. It can be argued that people oriented and patience are necessary to be
likable.
The competency of satisfaction through others is consistent with
commitment to common goals. Weitz, Castleberry and Tanner (2007) write that
“Shared goals give both members of the relationship a strong incentive to pool
their strengths and abilities. When goals are shared, the partners can focus on
exploiting opportunities rather than arguing about who will benefit the most from
the relationship” (p. 44). With a common goal, one when partner wins the other
does as well, but it may not always be directly observable; in this case the
satisfaction is vicarious. It can be argued that the competency of teamwork
oriented is consistent with a commitment to mutual gain. Weitz, Castleberry and
Tanner (2007) write that “members of successful partnerships actively work to
create win-win relationships by looking for overlapping areas of opportunity in
which both can prosper” (p. 44). A teamwork approach makes this possible.
Finally, Weitz, Castleberry and Tanner (2007) write that “the organization
structure and management provide the necessary support for salespeople and
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buyers in partnering relationships. Partnerships created at headquarters should be
recognized and treated as such by local offices, and vice versa” (p. 45). The ability
to span the boundary between the organization, the customer, and the salesperson
would be consistent with this element of the foundation of relationships.
This emphasis on relationships is highlighted by what one participant said:
…that was a very important thing that we looked at and relationships, both
external and internal. In my division, we work with independent retailers,
so having good relationships with the retailers was the number one
priority.
Another participant said the following about the importance of relationships:
It was very much relationship building both with the buyer, the
retail sales person on the floor, or the designer. You had both of
those relationships that were very important, and you couldn‘t
succeed without both.
Another participant pointed out how critical creating and maintaining relationships
is with this quote:
Two, I would say, and frankly, I thought I was pretty good at it, but
you‘ve got to create your supportive relationships with nearly
everybody that you work with, and if you have somebody that you
have a personality conflict with, you really can‘t afford the luxury
of writing them off, and you somehow have to figure out a way to
connect with them, so that they feel supported in what they‘re
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trying to do. And, I think if you don‘t, then that can tend to backfire
on you longer term.
Another participant considers establishing a maintain relationships as one of his
key successes as illustrated with this quote:
What I would call my number one accomplishment, thus far, would
be, and I‘ll operate on that. When I say that, I mean forming
relationships with the people that work for me. Four of the people
that work for me have been there twenty-eight to thirty years. So,
obviously, there can be some problems in transitioning a twenty-
four year old manager into that role. But, what I have always kept
in mind for me is I came into a business where changes were
needed in certain areas, and there are still some changes needed in
some areas, and we are working on right now. One thing that I
pride myself in is forming relationships with my core people, the
people that I can see really growing the business five years down
the road or ten years down the road and being able to transition
new people, as well.
Another participant simply said:
It‘s all about relationship. You just have to continue to reinforce,
but, it‘s all about relationship.
Another participant made this statement concerning relationships with customers:
We look at sales commercially as partnerships. We understand
our customers' needs. In business today, you can get, especially
110
with the advent of the Internet, most of your equipment can be
bought on the internet. So we've taken this marketing strategy,
that what we sell is service. They can buy these pieces of
equipment anywhere, but what they can't buy is the ability for us
to design the system specifically for their needs and to be able to
service it to their specific needs.
Finally another participant made this statement about relationships with customers:
So, what you‘re really doing is, you aren‘t really growing business
organically, you‘re really taking market share, so what you need to
do is to be out there on the road and develop relationships.
While there was no effort to a priori differentiate between organizations
that used a relationship-based selling approach and a transactional approach,
there does appear to be evidence for differences in the competencies of the sales
managers based on the selling situation. The competency category of
relationship building is emphasized with a relationship-based selling approach.
For interested readers all codes and all quotations can be found in
Appendix E.
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Chapter Summary
The initial competency model for sales managers is identified as grouped
into the six clusters including relationship building, planning, monitoring,
directing, evaluating and rewarding. While not the primary purpose of the
study some observations can be made about the differences in the competencies
of sales managers based on selling situation. Specifically, the competency
category of relationship building is emphasized with a relationship- based selling
approach.
112
Chapter 5
SUMMARY, CONCLUSIONS, AND RECOMMENDATIONS
Summary
This study sought to develop an initial competency model for sales
managers. The sales manager is responsible for handling the entire interface with
the customer; motivating leading, and controlling the sales force; and strategic
planning among other responsibilities. Czinkota, Kotabe, and Mercer (1997) have
written: "In many respects sales team management has been a neglected element of
management training, yet the sales manager's responsibility-managing the entire
interface with the customer-is probably the most critical of all in terms of ultimate
success for the organization" (p.494). Yet research focusing on sales managers
and his/her performance and selection is scarce. Ingram et al. (2005) set out a
research agenda and specifically called for research to identify the skill set for
successful sales managers; what new skills do sales managers need to learn, and
how does the increasingly more complex sales environment affect the training of
sales managers? According to Pelham (2006) citing Pettijohn, Pettijohn, and
Taylor 1995, and Weitz and Bradford1999, “there is a growing understanding that
salespeople need to make a behavioral shift from pushing products/services to
consulting with their key customers, and that this shift cannot come about without
structural changes in sales management programs” (p. 39). In addition according
to Pelham (2006) citing Good 1993and Ingram, Schwepker, and Hutson 1992,
“there is a gap in the literature as to how to structure sales management programs
113
to influence consulting behaviors and skills” (p. 39). In order to design effective
training programs for sales managers the nature of the job must be understood
including what competencies are necessary.
In addition little has been done to determine if there was a difference in the
sales manager‟s job if the product was a consumer good, a service or an industrial
product or if the nature of the sale is transactional or relationship-based. One
study, done by Piercy, Cravens & Lane (2007) examined the relationship between
salesperson effectiveness and management control by the nature of the selling
situation. The selling situation itself may have an effect on the sales manager‟s
job. In order to devise relevant training programs the nature of the sales manager‟s
job must be fully understood.
The purpose of this study was to develop an initial competency model
necessary for success in the sales manager‟s job in the business to business market.
To accomplish this, 22 sales managers from 15 businesses representing a wide
variety of industries in three of four geographic regions in the United States were
interviewed in order to construct an initial competency model and to determine is
there was evidence for differences in the sales manager‟s job based on the selling
situation. The sales managers were interviewed over a six month period from
February 2009 to July 2009. Gaining access to the sales managers was achieved
via networking and convenience and represents one of the major limitations of this
study. During the planning phase of the study early in 2008 the agreed
participation of a number of potential participants had been secured, however, late
in 2008 and throughout 2009 the economy took a turn for the worse. The economic
114
downturn was so bad, that many experts have called it the worse economy since
the Great Depression. In this environment access to many of those potential
participants was now blocked since their superiors felt they could not sanction the
use of any of their sales managers‟ time for a research project. Locating and
securing the participation of other participants was a painstaking process. It was
achieved by attending numerous job fairs, sales functions and conferences and
networking. When access was achieved the best potential participants were secured
through the nomination of peers, supervisors or subordinates, based on some
indication of successful performance.
The study used a qualitative design to answer the following research
question:
What are the minimum competencies for success in the sales manager‟s job
in the business to business market?
A qualitative design was chosen because there is agreement among researchers that
a qualitative design is appropriate when the researcher seeks to develop a deep
understanding of the issues
(Fraenkel & Wallen, 2003; Trochim, 2005; Wiersma, 2000). Wiersma (2000)
goes on to say that a qualitative approach is appropriate when “phenomena in the
world are perceived as a somewhat loosely constructed model, one in which there
is flexibility in prediction, for example, and one which is not run in a mechanistic
manner according to a set of laws” (p. 199). Because developing competencies
requires a deep understanding of the issues and are somewhat loosely constructed a
qualitative method was deemed appropriate.
115
The resulting initial competency model for sales managers has six
competency clusters including, relationship building, planning, monitoring,
directing, evaluating and rewarding. There does appear to be some evidence to
support a difference in the competences of sales managers depending on the selling
situation. These findings are consistent with the over all trend among
organizations toward a relationship based approach to sales.
Conclusions for Research Question
This study sought to develop an initial competency model for sales
managers and to explore if there is any difference in those competencies based on
the nature of the selling situation. The study gives support to Piercy, Cravens &
Lane‟s (2007) control competencies of monitoring, directing, evaluating and
rewarding as the basic clusters of competencies for sales managers. The study
also gives support to planning as one of the competency clusters widely recognized
as one of the four functions of management. The study also gives support to the
arguments that sales is moving from a transactional approach to a relationship
approach. Therefore, the initial competency model for sales managers has six
competency clusters including, relationship building, planning, monitoring,
directing, evaluating and rewarding as illustrated in Table 9. The competency
cluster of relationship building includes the individual competencies of
relationship oriented, people oriented, customer oriented, empathetic, satisfaction
through others. Ethical, communication and listening, teamwork oriented, patient,
understand cultural differences, and boundary spanning. The competency cluster
of planning includes the individual competencies of learning oriented, product and
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industry knowledge, adaptable, analytical, intuitive, politically astute, problem
solving and confident. The competency cluster of monitoring includes the
individual competencies of support reps and high energy. The competency cluster
of directing includes the individual competencies of coaching, training and
development, motivating and leading and sales skills. The competency cluster of
evaluating includes the individual competencies of results oriented, understand
when to take action, and competitive. The competency cluster of rewarding
includes the individual competencies empower salespeople and reward reps.
These initial findings do have limitations as stated in chapter one,
specifically, the individuals chosen for the interviews were the result of
networking and convenience. As a result, it is possible that these organizations are
not representative of organizations as a whole. Therefore, it is possible that the
data may not be comprehensive. In addition it is possible that the individuals
chosen by their peers and/or supervisors may not objectively represent truly
superior performers, but rather individuals most like their peers and/or supervisors.
Also, the performance data that is reported is self reported and is subject to bias.
Therefore, generalizability is limited, however; the study does give some important
guidance for the training of sales managers.
While Shepherd and Ridnour‟s (1995) study of the contents of sales
manager training indicates that teambuilding is often included in those training
programs, other relationship building skills such as empathy and customer
orientation are not. The trend toward relationships is clear particularly when
considered from the buyer‟s point of view. Trent (2005) writing from the buyers
117
point of views states, “A diverse set of research shows relationships matter to the
point where they can be a source of competitive advantage” (p. 54). Trent (2005)
goes on to say, “relationships matter because almost every industry is facing
changes that make suppliers a critical part of the firm‟s value chain” (p. 55).
Customers want relationships; selling firms must have sales managers who
understand the nuances of relationships and relationship building in order to
remain competitive. Clearly, relationship building skills such customer
orientation, empathy, communication, and listening are vital and should be
included in sales manager training programs. These are soft skills and as such role-
plays may be useful along with presentations from seasoned sales managers as
training tools.
This study also lends support to the survey of 159 sales vice presidents
conducted by Development Dimensions International found that two-thirds of
respondents reported that sales managers lack skills such as ability to coach and
develop trust when promoted to those positions (Managing Training &
Development, 2005). The respondents in that study cite the lack of such skills as
the primary reason for a sales leadership failure (Managing Training &
Development, 2005). Coaching was named as the number one competency needed
by sales managers in the present study. While trust did not emerge as competency
in the present study, ethical behavior did, and trust is one of the basic building
blocks of perceptions of ethical behavior. Clearly, training in coaching and ethics
education is necessary for success as a sales manager and should be in training
programs given to all new sales managers. Ethics training can be conducted in a
118
traditional manner using case discussion and/or role-plays involving ethical
dilemmas.
Since many of the competencies could be considered personality traits,
careful consideration should be given to what competencies can be successful
trained and developed and which ones may not be amenable to training. At the
same time mentoring and coaching may have some effect on developing these
types of competencies.
Conclusions and Reflections not Reflected by the Research Question
In an effort not to bias responses, no prior effort was made to distinguish
the nature of the sales approach, therefore, no a priori questions were asked about
whether the organization used a relationship approach or a transactional approach.
Of the 22 participants, 16 talked about at least four out of five competencies from
Table 9 in the main relationship competencies of satisfaction through others,
relationship oriented, customer oriented, people oriented, and empathetic. An
additional two talked about some of the main relationship competencies. A core of
five participants talked about all the previous competencies and five of the
remaining six competencies. The remaining four participants did not discuss any
of the relationship competencies, yet it cannot be said with a certainty that those
participants used a transactional approach. There does appear to be some evidence
to support a difference in the competences of sales managers depending on the
selling situation. However, it appears that the difference is dependent on the
selling situation as opposed to the nature of the product since some consumer
119
goods sales people talked about relationships and some industrial goods
salespeople did not.
This is consistent with the over all trend among organizations toward a
relationship based approach to sales. Specifically as Stevens (2002) argues
suppliers will find that personal relationships and intimate customer knowledge
could become the primary point of differentiation. Business‟ appreciation of the
financial importance of customer retention is growing (Anderson, Fornell &
Lehmann, 1994). The sales force including the sales manager provides the ability
to forge and maintain the customer relations that lead to customer retention.
Therefore, the competency cluster of relationship building that includes the
individual competencies of relationship oriented, people oriented, customer
oriented, empathetic, and satisfaction through others will become increasingly
more important.
The competency of teamwork was an interesting and emerging competency
for sales and sales managers. The sales profession is generally viewed as the lone
maverick salesperson pounding the pavement in search of the next big sale, with
the sales manager heading up that effort. On the face of it, teamwork does not
seem to be a necessary competency for sales and sales managers yet a review of
the literature in this area reveals that selling teams and selling team leadership is an
emerging trend that reflects an outgrowth of the relationship based selling
approach. Often developing a successful relationship with customers requires the
participation of many individuals form the selling firm (Ingram et al, 2004). Also,
as it turns out customers, like team selling because they believe their needs are
120
better met (Ingram, 1996). Therefore, for many organizations the sales team has
become a necessity for implementing business strategy (Sengupta, Krapfel &
Pusateri, 1997). Moon and Armstrong (1994) who pioneered the field, even argue
that the “model of the individual salesperson, has become obsolete” (pg. 17).
It is possible that this emerging trend may result in a seventh competency
cluster of teamwork for sales managers. Alternatively, as Ingram et al. (2005)
theorize this increased level of complexity will result in sales managers no longer
being able to provide task structure and feedback. If this is the case it may mean
that in certain situations sales managers may be superfluous and salespeople will
be even more self-managed and self directed operating as self-managing teams.
This alternative possibly could affect the span of control of the sales manager, who
may find him/herself responsible for many more salespeople. This would then
necessitate another evolution of the competencies necessary for the job. This tend
toward team selling is one that requires future monitoring and research.
Recommendations for Practitioners
One possible developmental tool to develop future sales manager‟s
coaching and relationship building skills is the establishment of a mentoring
program. According to Rothwell, Donahue and Park‟s (2002) survey, “mentoring
ranked near the top of the list of sales training methods” (p.54). However, in this
case the organization wants to identify salespeople who have the potential to be
sales managers and mentor them in coaching and relationship building
competencies. These individuals should be mentored by individuals who have
these competencies and those individuals may not necessarily be individuals in
121
sales. Choosing individuals who are not necessarily in sales but possess these
skills would be desirable because as Rothwell, Donahue and Park (2002) say “the
characteristics that make them [salespeople] successful in their sales positions may
also inhibit their ability to be effective mentors,” (p. 55). Presumably, the sales
individuals already possess sales skills so it is not necessary to mentor them in
those skills so a sales individual is not necessary as a mentor for coaching and
relationship building skills. It is important to provide recognition and rewards to
those who serve as mentors in a cross-functional capacity in order to motivate
these individuals.
Another possibility would be to encourage the sales staff to be involved in
community activities and to provide the time to make that happen. Community
activities like coaching children‟s sports team‟s and serving as a mentor in a big
brother/big sisters program would foster the development of relationship building
and coaching competencies and also provide positive publicity for the
organization. It would not only be important to provide the opportunity for
salespeople who demonstrate the ability to be promoted to be involved in these
activities, but also to positively recognize these contributions to the community.
Rothwell, Donahue and Park (2002) developed a list of developmental
strategies to build competence in salespeople in the competence area of service and
manage client relationships. These same developmental strategies would also
apply to sales managers along with some modifications. The developmental
strategies developed by Rothwell, Donahue and Park (2002) are:
122
Survey your clients and try to understand their point
of view.
Demonstrate interest in your clients by using-active
listening techniques and responding positively.
Help clients deal realistically with business
opportunities and help them translate ideas into specific
plans.
Enjoy the diversity of disposition of your clients;
capitalize on the diversity by thinking of ways in which
each individual‟s unique talents and preferences can be
drawn into the sales process.
Take time to speak informally with clients. Show an
interest in their families, goals, hobbies, and concerns.
Share some of your interests with them.
Create occasions to celebrate client achievements and
to enjoy each other‟s company (p. 256).
Sales managers should engage in all of the above strategies and also adopt
the same list of strategies for their relationships with their salespeople by
changing the word “client” in the list to “salesperson.” For the sales
manager relationship competencies are important with both clients and
salespeople. Ultimately, the sales manager will be trying to develop these
same competencies in their salespeople.
123
The initial competency model also provides guidance for developing
promotion criteria. Promotion criteria for sales managers effectively represent
selection criteria since sales mangers are frequently selected from within.
Examining Dubinsky and Ingram‟s (1983) study of promotion criteria for sales
managers reveals that many of the competencies found in this study were not
included. Once again relationship competencies are almost wholly missing along
with many of the other competencies found in this study. If relationships matter
organizations want to have sales managers with relationship abilities. Also, the
practice of promoting the most successful salesperson to sales manager needs to be
reexamined. According to several researchers, the attributes needed for effective
sales management differ from, or may even clash with the skills necessary for
effective salespeople (Anderson, Dubinsky & Mehta, 1999; Meyer, 1990;
Dubinsky & Ingram, 1984). This study lends support to that argument.
Specifically, coaching, training and development, and satisfaction through others
are not competencies that salespeople draw on as evidenced by Rothwell, Donahue
and Park's (2002) study of the competencies of salespeople. The competencies of
coaching, training and development, and satisfaction through others should be
considered as promotional criteria.
Competencies are frequently used for evaluative purposes (Boyatzis, 1982;
Rothwell, Donahue, & Park, 2002; Spencer & Spencer, 1993) Given the trend
toward relationship based selling, relationship competencies should be considered
in evaluating performance. While numerical results are important, the sales cycle
in a relationship based situation is long and if only results are evaluated sales
124
managers may be motivated to engage in behaviors that are not consistent with
building relationships. This may be to the long term detriment of the sales
organization. In order to foster a relationship approach organizations should
consider evaluating relationship competencies in addition to numerical results.
Rothwell, Donahue and Park (2002) say, “incorporating performance standards
into the evaluation process on client communication and client service
communicates the importance of these factors to the success of the organization,”
(p.256). Standards should be developed that reflect positive relationships and
those standards should be communicated to all sales managers.
Recommendations for Future Research
The next step is to empirically confirm the initial sales manager
competency model in this study. There are several methods to achieve this
confirmation. One method is to quantitatively confirm the model with a survey
and a larger sample. This would result in a confirmed model using an approach
similar to Khandwalla‟s (2004) study of managerial competencies. Khandwalla‟s
(2004) study used interviews and content analysis of the results. From that analysis
a list of 27 roles and 45 competencies were developed (Khandwalla, 2004). Then
using that data two questionnaires were developed, one to measures how
effectively the 27 roles were played by senior and top level managers and the other
to measure how strong the managers were on each of the 45 competencies
(Khandwalla, 2004) This method could be duplicated to validate the sales
manager‟s competency model.
125
Alternatively, the model could be confirmed using a method similar to the
method used by Rothwell, Donahue, and Park's (2002) study of salesperson‟s
competencies. In Rothwell, Donahue, and Park's (2002) study they confirmed the
model using a focus group of salespeople. The method would also be similar to the
approach used by Cheng, Dainty, and Moore, (2005) who confirmed their model of
managerial competencies by assembling a panel of assessors.
Because one of the limitations of the study is the self-report nature of the
data, observation may also be a useful method of confirming the data. Using
naturalistic observation a researcher could shadow several sales managers over a
period of time. Using this method the researcher would simply observe and record
activities as they naturally occur recording the events (Frankel & Wallen, 2003).
The confirmed model will be beneficial to sales organizations by giving
them guidance for the content of training programs and the development of
promotion criteria. This researcher is currently developing the next phase though
the development of a survey and the selection of a sample.
Additionally, future research should identify competency-based behavioral
anchors in order to document the competencies identified in this study. Behavioral
anchors are defined as “characteristics of core competencies associated with the
mastery of content” (Dooley & Lindner, 2002, p. 25). Competency-based
behavioral anchors are defined as “performance capabilities needed to demonstrate
knowledge, skill, and ability acquisition” (Dooley & Lindner, 2002, p. 25).
However, according to Buford and Lindner (2002) considerable time is needed to
126
develop competency-based anchors, but they provide better judgments than item-
based scales.
The literature review also suggests implications for future research.
Shepherd and Ridnour‟s study of the contents of training programs for sales
managers was done in 1995. This research clearly needs to be updated in view of
the changing nature of the sales manager‟s role. It is possible that training
programs do contain relationship building skill training, however, at this point
whether they do and to what extent is unknown. While this study does provide
some insight into what should be contained in training programs the other
questions posed by, Anderson, Mehta, and Strong (2001), still remain for future
research. Those questions are:
- What format should be used to deliver the training (e.g.
written material, on-the-job)?
- Where should the training be held (e.g. company facilities,
non-company facilities)?
- Who should provide the training (e.g. line or staff personnel,
outside trainer)?
- What instructional method should be utilized (e.g. case
studies, role playing)? (Anderson, Mehta and Strong, 2001, p.
27).
Dubinsky and Ingram‟s (1983) study of promotion criteria for sales
managers also clearly needs to be updated. This study is over twenty-five years old
and the current study definitely indicates that sales manager‟s competencies have
127
changed and grown since this study was done. Not only are none of the
relationship competencies included as criteria for promotion, but even
competencies such as ability to lead and motivate are not included.
The results also suggest that further research should be done to determine
the breakdown of relative percentages of the sales managers‟ work where he/she
uses the competencies. In other words do sales managers‟ use relationship
oriented competencies more than the other competencies? What competencies are
most critical to success?
Since the data is self reported by sales managers it would also be useful to
examine salespeople‟s view of the competencies of successful salespeople. For
example Martin and Bush (2006) found that a sales manager‟s use of
transformational leadership principles was one of the significant variables that had
a positive affect on customer oriented selling. How do salespeople translate the
competencies into a transformational leadership style? What competencies are
critical to this perception?
Team-work emerged as a competency area for sales managers and there is
evidence that sales is moving toward a team structure due to today‟s complex
environment, and as an outgrowth of the relationship approach. A complex
environment often requires the expertise of a team, making it more likely that the
salesperson will be part of a sales team rather than a lone maverick. This increase
is due to a desire on both the part of the seller and the buyer to develop win-win
relationships. According to Trent (2005), there are eight reasons industrial buyers
are seeking to develop and maintain successful supplier relationships: relentless
128
pressure to improve, reliance on fewer suppliers, importance of earlier
involvement, higher-level outsourcing, pressure to become a full product service
provider, supply market constraints, competing supply chains, and fear of
competitive disadvantage. As a result there is a corresponding drive to develop
relationships on the part of suppliers who seek to fulfill customer needs. Often
developing a successful relationship with customers requires the participation of
many individuals form the selling firm (Ingram et al., 2004). Also, as it turns out
customers, like team selling because they believe their needs are better met,
(Ingram, 1996). Therefore, for many organizations the sales team has become a
necessity for implementing business strategy, (Sengupta, Krapfel & Pusateri,
1997). There is relatively scant research about selling team management (Lambe,
Webb & Ishida, 2009). In the time since Moon and Armstrong, (1994) pioneered
research in this area there has not been a wealth of research. This team approach in
sales indicates that there is a future need for research to understand how sales
managers should lead sales teams and are competencies here continuing to evolve.
Finally, research should be undertaken to finally answer the question of do
the best salespeople make good sales managers? This study gives support to the
claim that they do not. However, do the competencies successful salespeople
possess make it more likely that they can easily acquire the necessary
competencies for success as sales managers? Alternatively, it is also possible that
successful salespeople do have the necessary competencies for success as a sales
manager, but latently.
129
Summary and Conclusions
The initial competency model for sales managers has thirty-two
competencies and six competency clusters including, relationship building,
planning, monitoring, directing, evaluating and rewarding. The initial
competency model developed here gives support to the argument that sales is
moving from a transactional approach to a relationship approach. Therefore,
attention needs to be given to developing the relationship orientation skills of sales
managers. Relationships are being sought by both suppliers and customers as a
way of assuring a consistent, quality supply and future business. This is
evidenced by Trent (2005) writing from the buyers point of views who states, “A
diverse set of research shows relationships matter to the point where they can be a
source of competitive advantage,” (p. 54). Trent (2005) goes on to say,
“relationships matter because almost every industry is facing changes that make
suppliers a critical part of the firm‟s value chain,” (p. 55). As a possible outgrowth
of the move toward relationships, selling teams may be becoming more important
and some evidence of this trend was found in this study with the emergence of
team oriented competencies.
Coaching and ethical behavior are of particular importance to sales
managers and care should be taken to fully develop these competencies. This is
particularly important in light of the study conducted by Managing Training &
Development, (2005) that found that respondents cited the lack of such skills as the
primary reason for a sales leadership failure. A cross-functional mentoring
program may be one method to develop coaching and relationship building skills.
130
Ethics training can be conducted in the traditional manner using case discussions
and/or role-plays with ethical dilemmas. Promotion criteria should also be
restructured to reflect relationship skills, coaching and ethical behavior.
Additional research should be conducted to confirm the initial model using
another method. Additional research should also be conducted to determine the
current contents of training programs for sales managers. Finally, research should
be undertaken to finally answer the question of do the best salespeople make good
sales managers.
131
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Deeter-Schmelz, R.R., Goebel, D.J. & Kennedy, K.N. (2001) Comparing manager
and representative perceptions of effective sales managers: A value
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142
Appendix A
Interview Protocol for the Behavioral Event Interview
Hello, my name is Monica J. Favia and I am conducting a research project
investigating the jobs of sales managers. I will be asking you a number of
questions about your job. Is this acceptable to you?
1. First would you tell me about your education, previous work experiences and
what jobs you held before becoming a ______________
with_______________?
2. Would you describe for me your most important job tasks and responsibilities?
3. Would you describe for me the three most important successful situations you
have experienced in your job?
4. What made you choose those particular actions?
5. What do you believe caused you to be particularly effective in these three
situations?
6. What did you learn from these situations?
7. Would you now do any thing different and if so what?
8. Would you describe for me the three most important unsuccessful situations
you have experienced in your job?
9. What made you chose those particular actions?
10. What do you believe caused you to be particularly ineffective in these three
situations?
11. What did you learn from these situations?
12. Would you now do any thing different and if so what?
143
13. Describe for me the characteristics you believe someone needs to be able to do
this job effectively.
14. Thank you for your time lets summarize our discussion. (Summarize
discussion) Does that reflect the information you have given me
accurately? Is there anything else you would like to add? I will be
providing you a written transcript of our discussion so that you can
determine if it accurately represents our conversation and if there is
anything you wish to add or change. One again, thank you.
Adapted from Spencer & Spencer (1993).
144
Adapted from Spencer &
Spencer (1993).
39 Appendix B: Codes and Definitions
Adaptable Free Node
Description Being able to change your behavior and actions based on the situation.
6/29/2009 2:38 PM
10/11/2009 7:37 PM
Created On
Modified On
By
By
MJF
KP
Users
Cases
2
0
Duration Rows Sources References Paragraphs Type Words Region
25 11 Document 1,070 18
25 11 18 0 Total 1070
Analytical Free Node
Description Ability to analyze data and numbers. Being able to separate something into component parts. Skilled in using analysis.
6/22/2009 2:03 PM
10/11/2009 7:53 PM
Created On
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By
By
MJF
KP
Users
Cases
2
0
Duration Rows Sources References Paragraphs Type Words Region
15 8 Document 498 10
15 8 10 0 Total 498
Boundary Spanning Free Node
Description Ability to be a go between different levels in the organization and communicate information up and down those levels. Possibly
even being able to communicate information between organizations.
6/24/2009 12:55 PM
10/6/2009 2:20 PM
Created On
Modified On
By
By
MJF
MJF
Users
Cases
2
0
Duration Rows Sources References Paragraphs Type Words Region
22 9 Document 1,122 21
22 9 21 0 Total 1122
145
Coaching Free Node
Description Ability to help individuals define actions and devise plans that lead to a desired goal or outcome. To direct and prompt others
toward a desired outcome.
6/22/2009 1:49 PM
10/11/2009 8:01 PM
Created On
Modified On
By
By
MJF
KP
Users
Cases
2
0
Duration Rows Sources References Paragraphs Type Words Region
88 19 Document 3,437 61
88 19 61 0 Total 3437
Communication & Listening Free Node
Description Send clear messages and ability to discern meaning from what you are being told and to provide appropriate feedback.
6/29/2009 1:11 PM
10/11/2009 8:02 PM
Created On
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By
By
MJF
KP
Users
Cases
2
0
Duration Rows Sources References Paragraphs Type Words Region
50 16 Document 1,202 31
50 16 31 0 Total 1202
Competitive Free Node
Description An attitude that strives to succeed and/or win.
6/24/2009 1:26 PM
8/2/2009 7:24 PM
Created On
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By
By
MJF
KP
Users
Cases
2
0
Duration Rows Sources References Paragraphs Type Words Region
16 9 Document 387 11
16 9 11 0 Total 387
146
Confident Free Node
Description Believing in yourself and the appropriateness of your actions and decisions. Demonstrating self-assurance.
6/29/2009 2:31 PM
8/2/2009 8:21 PM
Created On
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By
By
MJF
KP
Users
Cases
2
0
Duration Rows Sources References Paragraphs Type Words Region
11 7 Document 429 10
11 7 10 0 Total 429
Customer Orientation Free Node
Description Knowledge and/or familiarity with the organizations customers and the desire to fulfill customer expectations.
6/30/2009 1:40 PM
10/11/2009 8:02 PM
Created On
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By
By
MJF
KP
Users
Cases
2
0
Duration Rows Sources References Paragraphs Type Words Region
29 17 Document 1,322 28
29 17 28 0 Total 1322
Empathetic Free Node
Description An ability to see the situation from the perspective of another and understand the emotions of others. Understanding, being
aware of, being sensitive to, and vicariously experiencing the feelings, thoughts, and experience of another.
6/29/2009 1:20 PM
10/11/2009 8:02 PM
Created On
Modified On
By
By
MJF
KP
Users
Cases
2
0
Duration Rows Sources References Paragraphs Type Words Region
34 10 Document 1,223 19
34 10 19 0 Total 1223
147
Empower salespeople Free Node
Description Give salespeople the freedom to make their own decisions make mistakes and learn from those mistakes
6/29/2009 1:15 PM
8/3/2009 9:12 PM
Created On
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By
By
MJF
KP
Users
Cases
2
0
Duration Rows Sources References Paragraphs Type Words Region
9 5 Document 375 7
9 5 7 0 Total 375
Ethical Free Node
Description Ability to be honest, trustworthy and display good moral character
6/24/2009 1:11 PM
10/11/2009 7:39 PM
Created On
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By
By
MJF
KP
Users
Cases
2
0
Duration Rows Sources References Paragraphs Type Words Region
18 8 Document 482 14
18 8 14 0 Total 482
High Energy Free Node
Description Ability to work long hours and undertake a large amount of work.
6/22/2009 2:03 PM
10/11/2009 7:33 PM
Created On
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By
By
MJF
KP
Users
Cases
2
0
Duration Rows Sources References Paragraphs Type Words Region
19 11 Document 442 14
19 11 14 0 Total 442
148
Impatient Free Node
Description Shows lack of patience in their managerial role.
7/17/2009 12:02 PM
8/3/2009 10:18 PM
Created On
Modified On
By
By
KP
KP
Users
Cases
1
0
Duration Rows Sources References Paragraphs Type Words Region
7 6 Document 351 7
7 6 7 0 Total 351
Initiative Free Node
Description Self motivated - take action without being told to do so. Take action independent of outside influence or control
6/30/2009 2:01 PM
10/11/2009 7:20 PM
Created On
Modified On
By
By
MJF
KP
Users
Cases
2
0
Duration Rows Sources References Paragraphs Type Words Region
6 3 Document 316 5
6 3 5 0 Total 316
Intuitive Free Node
Description The ability to understand unspoken nuances, though insight.
7/2/2009 12:44 PM
10/11/2009 7:39 PM
Created On
Modified On
By
By
MJF
KP
Users
Cases
2
0
Duration Rows Sources References Paragraphs Type Words Region
10 7 Document 386 8
10 7 8 0 Total 386
149
Learning Oriented Free Node
Description Be willing and able to constantly keep learning and seeking out new information.
6/29/2009 2:42 PM
10/11/2009 7:45 PM
Created On
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By
By
MJF
KP
Users
Cases
2
0
Duration Rows Sources References Paragraphs Type Words Region
19 13 Document 729 18
19 13 18 0 Total 729
Motivate and Lead Free Node
Description The ability to influence people to do things they otherwise would not do all other things being equal. Provide the stimulus to get
others to take action.
7/11/2009 2:51 PM
10/6/2009 2:52 PM
Created On
Modified On
By
By
MJF
MJF
Users
Cases
2
0
Duration Rows Sources References Paragraphs Type Words Region
21 10 Document 724 20
21 10 20 0 Total 724
Patient Free Node
Description Quality of being patient - taking time with someone to understand him or her. Manifesting forbearance under provocation.
6/24/2009 1:19 PM
10/11/2009 7:27 PM
Created On
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By
By
MJF
KP
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Cases
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Duration Rows Sources References Paragraphs Type Words Region
9 5 Document 185 7
9 5 7 0 Total 185
150
People Oriented Free Node
Description An attitude of positive regard for people.
6/22/2009 1:50 PM
10/11/2009 7:27 PM
Created On
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By
By
MJF
KP
Users
Cases
2
0
Duration Rows Sources References Paragraphs Type Words Region
17 10 Document 541 13
17 10 13 0 Total 541
Planning Free Node
Description Ability to use facts to formulate plans for sales and salespeople. The ability to formulate a detailed program of action to attempt
to achieve some preset goal.
6/24/2009 12:49 PM
10/6/2009 2:53 PM
Created On
Modified On
By
By
MJF
MJF
Users
Cases
2
0
Duration Rows Sources References Paragraphs Type Words Region
38 19 Document 1,468 34
38 19 34 0 Total 1468
Politically Astute Free Node
Description Having an understanding of the intricacies of the various personal relationships within and outside of the organization and
being able to understand and possibly predict how various actions will influence those relationships and individuals.
7/7/2009 1:13 PM
10/6/2009 2:08 PM
Created On
Modified On
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By
MJF
MJF
Users
Cases
2
0
Duration Rows Sources References Paragraphs Type Words Region
4 4 Document 182 4
4 4 4 0 Total 182
151
Problem solving Free Node
Description Resolve difficulties with people, and/or situations
6/29/2009 1:04 PM
10/6/2009 2:12 PM
Created On
Modified On
By
By
MJF
MJF
Users
Cases
2
0
Duration Rows Sources References Paragraphs Type Words Region
15 9 Document 565 13
15 9 13 0 Total 565
Product & Industry knowledge Free Node
Description Understanding the intricacies of the product- what it can and cannot do and/or understand trends in the industry and how your
product fits.
7/2/2009 1:04 PM
10/11/2009 7:57 PM
Created On
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By
By
MJF
KP
Users
Cases
2
0
Duration Rows Sources References Paragraphs Type Words Region
22 10 Document 457 16
22 10 16 0 Total 457
Relationship Oriented Free Node
Description A desire to form and maintain relationships with others.
6/22/2009 2:10 PM
10/11/2009 7:38 PM
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Duration Rows Sources References Paragraphs Type Words Region
47 15 Document 1,739 38
47 15 38 0 Total 1739
152
Results Oiented Free Node
Description Driven by the goal set for a group or territory. Bottom-line oriented.
6/24/2009 1:06 PM
10/11/2009 7:51 PM
Created On
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By
MJF
KP
Users
Cases
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0
Duration Rows Sources References Paragraphs Type Words Region
64 18 Document 1,618 44
64 18 44 0 Total 1618
Rewarding Reps Free Node
Description Providing rewards to salespeople either intrinsic or extrinsic
10/6/2009 1:57 PM
10/6/2009 2:50 PM
Created On
Modified On
By
By
MJF
MJF
Users
Cases
1
0
Duration Rows Sources References Paragraphs Type Words Region
8 4 Document 236 7
8 4 7 0 Total 236
Sales skills Free Node
Description Knowledge and/or mastery of selling skills
6/30/2009 1:38 PM
10/11/2009 7:51 PM
Created On
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By
By
MJF
KP
Users
Cases
2
0
Duration Rows Sources References Paragraphs Type Words Region
11 7 Document 295 11
11 7 11 0 Total 295
153
Satisfaction through others Free Node
Description Achievement and feelings of success are derived by the success of others.. Others provide satisfaction through their success.
6/22/2009 1:52 PM
10/11/2009 8:01 PM
Created On
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By
By
MJF
KP
Users
Cases
2
0
Duration Rows Sources References Paragraphs Type Words Region
45 18 Document 1,850 36
45 18 36 0 Total 1850
Support Reps Free Node
Description Undertake activities to provide necessary support for the reps. provide the resources necessary for the reps to get their jobs
done. This could be technical information, people or monetary resources among others.
7/3/2009 11:39 AM
10/11/2009 8:01 PM
Created On
Modified On
By
By
MJF
KP
Users
Cases
2
0
Duration Rows Sources References Paragraphs Type Words Region
16 10 Document 696 14
16 10 14 0 Total 696
Teamwork Oriented Free Node
Description Interviewee works well in a team oriented environment.
7/17/2009 11:43 AM
10/11/2009 7:46 PM
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By
By
KP
KP
Users
Cases
2
0
Duration Rows Sources References Paragraphs Type Words Region
27 10 Document 928 24
27 10 24 0 Total 928
154
Training & Developing Salespeople Free Node
Description Perform the task of training & developing salespeople.
6/24/2009 1:02 PM
10/11/2009 8:01 PM
Created On
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By
By
MJF
KP
Users
Cases
2
0
Duration Rows Sources References Paragraphs Type Words Region
61 18 Document 1,893 48
61 18 48 0 Total 1893
Understand Cultural Differences Free Node
Description The ability to recognize and adapt to a different cultural situation. The cultural difference may be within a country or
international.
6/29/2009 2:27 PM
7/17/2009 12:34 PM
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KP
Users
Cases
2
0
Duration Rows Sources References Paragraphs Type Words Region
3 1 Document 132 3
3 1 3 0 Total 132
Understand When to Take Action Free Node
Description The ability to take the pulse of a situation is and choose the appropriate action whether it involves people or organizations.
6/29/2009 1:22 PM
10/6/2009 2:10 PM
Created On
Modified On
By
By
MJF
MJF
Users
Cases
2
0
Duration Rows Sources References Paragraphs Type Words Region
26 12 Document 1,435 25
26 12 25 0 Total 1435
155
Appendix C: Consent Form
INFORMED CONSENT FORM FOR SOCIAL SCIENCE RESEARCH
The Pennsylvania State University
Title of Project: Critical Incident Interview
Principal Investigator: Monica J. Favia , 1105 Sandy Valley, Rd. White Haven, PA
16881, 570-204-5232, [email protected]
Advisor: Dr. William J. Rothwell, 310B Keller Building,
University Park, PA 18602, 814-863-2581, [email protected]
Purpose of the Study: . The purpose of the study is to identify the minimum
competencies necessary for success in the sales manager‟s job in the new
millennium and to determine if there are differences in the sales manager‟s
competencies if the product is a consumer good, industrial product or
service.
1. Procedures to be followed: You will be asked to participate in one, one-
hour interview. The interview will be audio-recorded. You will also be
asked to review the transcript of your interview for accuracy,
2. Benefits: None is available for participating in the research.
3. Duration/Time: One - one hour interview session and follow-up
confirmation of transcribed interview.
156
4. Statement of Confidentiality: The interview will be audio-recorded. The
results will be summarized in a written transcript, and organized into a
written report. Pseudonyms will be used instead of your real name when
reporting any direct quotes. Your name or other identifying information
will never be linked to your personal responses. The tape will be kept in
either the locked office of the principal investigator or the home of the
principal investigator. The tapes will only be accessible to the principal
investigator and the transcriptionist, Traci Mitchell, Marketing Department
secretary at Bloomsburg University. The tape of this interview will be
destroyed by Dec. 31, 2011. The transcript, which will not contain any
identifying information will be kept indefinitely. Your participation i in
this research is confidential.
5. Right to Ask Questions: You can ask questions about this research. Contact
Dr. William J. Rothwell at 814-863-2581 or Monica J. Favia at 570-683-
6885 with questions.
6. Voluntary Participation: Your decision to be in this research is voluntary.
You can stop at any time. You do not have to answer any questions you do
not want to answer.
7. Options for Use of Recording Devices: Please indicate your preference for
being digitally-recorded.
157
_______________ Yes, I agree to be digitally recorded during the personal
interview.
_______________ No, I do not agree to be digitally recorded during the
personal interview.
You must be 18 years of age or older to consent to take part in this research study.
If you agree to take part in this research study and the information outlined
above, please sign your name and indicate the date below.
You will be given a copy of this signed and dated consent form for your records.
_____________________________________________
Participant Signature Date
_____________________________________________
Person Obtaining Consent Date
158
Appendix D: Inter-rater Reliability
Node Source Type Source Source Folder Source Size Agreement (%)
A and B (%) Not A and Not B (%) Disagreement (%) A and
Not B (%) B and Not A (%)
Adaptable Document Monica Favia 41 Internals 29101 chars
100 0 100 0 0 0
Adaptable Document MonicaFavia 38 Internals 8375 chars
100 0 100 0 0 0
Adaptable Document MonicaFavia_37 Internals 22416 chars
98.18 0 98.18 1.82 0 1.82
Adaptable Document MonicaFavia_40 Internals 18762 chars
100 0 100 0 0 0
Adaptable Document MonicaFavia01 Internals 24755 chars
100 0 100 0 0 0
Adaptable Document MonicaFavia02 Internals 33209 chars
100 0.61 99.38 0 0 0
Adaptable Document MonicaFavia03 Internals 31824 chars
100 0 100 0 0 0
Adaptable Document MonicaFavia04 Internals 16660 chars
99.4 0.47 98.93 0.6 0 0.6
159
Adaptable Document MonicaFavia09 Internals 23123 chars
100 0 100 0 0 0
Adaptable Document MonicaFavia10 Internals 12849 chars
99.46 0 99.46 0.54 0.54 0
Adaptable Document MonicaFavia11 Internals 21419 chars
100 0 100 0 0 0
Adaptable Document MonicaFavia12 Internals 26568 chars
100 0 100 0 0 0
Adaptable Document MonicaFavia13 Internals 13336 chars
100 0 100 0 0 0
Adaptable Document MonicaFavia14 Internals 37979 chars
98.89 0.68 98.21 1.11 1.1 0.01
Adaptable Document MonicaFavia15 Internals 19121 chars
100 0 100 0 0 0
Adaptable Document MonicaFavia17 Internals 15863 chars
100 0 100 0 0 0
Adaptable Document MonicaFavia18 Internals 19950 chars
98.02 0 98.02 1.98 0.46 1.52
Adaptable Document MonicaFavia19 Internals 24183 chars
97.63 0 97.63 2.37 2.37 0
Adaptable Document MonicaFavia22 Internals 19573 chars
99.68 0 99.68 0.32 0.32 0
160
Adaptable Document MonicaFavia24 Internals 23523 chars
95.73 0 95.73 4.27 4.27 0
Adaptable Document MonicaFavia25 Internals 32878 chars
94.99 0.4 94.6 5.01 5.01 0
Adaptable Document MonicaFavia26 Internals 24030 chars
98.58 0 98.58 1.42 1.42 0
Analytical Document Monica Favia 41 Internals 29101 chars
98.42 0.61 97.81 1.58 1.58 0
Analytical Document MonicaFavia 38 Internals 8375 chars
100 0 100 0 0 0
Analytical Document MonicaFavia_37 Internals 22416 chars
99.47 0 99.47 0.53 0.53 0
Analytical Document MonicaFavia_40 Internals 18762 chars
100 0 100 0 0 0
Analytical Document MonicaFavia01 Internals 24755 chars
100 0 100 0 0 0
Analytical Document MonicaFavia02 Internals 33209 chars
100 0 100 0 0 0
Analytical Document MonicaFavia03 Internals 31824 chars
98.93 0 98.93 1.07 0 1.07
Analytical Document MonicaFavia04 Internals 16660 chars
100 0 100 0 0 0
161
Analytical Document MonicaFavia09 Internals 23123 chars
100 0 100 0 0 0
Analytical Document MonicaFavia10 Internals 12849 chars
100 0 100 0 0 0
Analytical Document MonicaFavia11 Internals 21419 chars
99.89 0.56 99.33 0.11 0.1 0.01
Analytical Document MonicaFavia12 Internals 26568 chars
99.07 0 99.07 0.93 0.93 0
Analytical Document MonicaFavia13 Internals 13336 chars
100 0 100 0 0 0
Analytical Document MonicaFavia14 Internals 37979 chars
99.27 0 99.27 0.73 0.73 0
Analytical Document MonicaFavia15 Internals 19121 chars
100 0 100 0 0 0
Analytical Document MonicaFavia17 Internals 15863 chars
100 0 100 0 0 0
Analytical Document MonicaFavia18 Internals 19950 chars
100 0 100 0 0 0
Analytical Document MonicaFavia19 Internals 24183 chars
97.97 0 97.97 2.03 2.03 0
Analytical Document MonicaFavia22 Internals 19573 chars
97.81 0 97.81 2.19 2.19 0
162
Analytical Document MonicaFavia24 Internals 23523 chars
100 0 100 0 0 0
Analytical Document MonicaFavia25 Internals 32878 chars
100 0 100 0 0 0
Analytical Document MonicaFavia26 Internals 24030 chars
100 0 100 0 0 0
Boundary Spanning Document Monica Favia 41 Internals 29101
chars 100 0 100 0 0 0
Boundary Spanning Document MonicaFavia 38 Internals 8375
chars 97.79 0 97.79 2.21 2.21 0
Boundary Spanning Document MonicaFavia_37 Internals 22416
chars 100 0 100 0 0 0
Boundary Spanning Document MonicaFavia_40 Internals 18762
chars 100 0 100 0 0 0
Boundary Spanning Document MonicaFavia01 Internals 24755
chars 98.88 0 98.88 1.12 1.12 0
Boundary Spanning Document MonicaFavia02 Internals 33209
chars 100 0 100 0 0 0
Boundary Spanning Document MonicaFavia03 Internals 31824
chars 99.29 0 99.29 0.71 0.71 0
Boundary Spanning Document MonicaFavia04 Internals 16660
chars 93.26 0 93.26 6.74 6.74 0
163
Boundary Spanning Document MonicaFavia09 Internals 23123
chars 100 0 100 0 0 0
Boundary Spanning Document MonicaFavia10 Internals 12849
chars 100 0 100 0 0 0
Boundary Spanning Document MonicaFavia11 Internals 21419
chars 100 0 100 0 0 0
Boundary Spanning Document MonicaFavia12 Internals 26568
chars 100 0 100 0 0 0
Boundary Spanning Document MonicaFavia13 Internals 13336
chars 100 0 100 0 0 0
Boundary Spanning Document MonicaFavia14 Internals 37979
chars 100 0 100 0 0 0
Boundary Spanning Document MonicaFavia15 Internals 19121
chars 96.59 0 96.59 3.41 3.41 0
Boundary Spanning Document MonicaFavia17 Internals 15863
chars 100 0 100 0 0 0
Boundary Spanning Document MonicaFavia18 Internals 19950
chars 98.28 0 98.28 1.72 1.72 0
Boundary Spanning Document MonicaFavia19 Internals 24183
chars 91.78 0.83 90.94 8.22 8.22 0
Boundary Spanning Document MonicaFavia22 Internals 19573
chars 100 0 100 0 0 0
164
Boundary Spanning Document MonicaFavia24 Internals 23523
chars 96.48 0 96.48 3.52 3.52 0
Boundary Spanning Document MonicaFavia25 Internals 32878
chars 98.46 0 98.46 1.54 1.54 0
Boundary Spanning Document MonicaFavia26 Internals 24030
chars 100 0 100 0 0 0
Coaching Document Monica Favia 41 Internals 29101 chars
99.24 0.7 98.53 0.76 0.61 0.15
Coaching Document MonicaFavia 38 Internals 8375 chars
100 0 100 0 0 0
Coaching Document MonicaFavia_37 Internals 22416 chars
100 0 100 0 0 0
Coaching Document MonicaFavia_40 Internals 18762 chars
98.67 1.82 96.84 1.33 0.9 0.44
Coaching Document MonicaFavia01 Internals 24755 chars
96.86 0 96.86 3.14 3.14 0
Coaching Document MonicaFavia02 Internals 33209 chars
96.63 0 96.63 3.37 3.37 0
Coaching Document MonicaFavia03 Internals 31824 chars
92.69 0.66 92.03 7.31 7.28 0.03
Coaching Document MonicaFavia04 Internals 16660 chars
92.79 1.76 91.03 7.21 7.21 0.01
165
Coaching Document MonicaFavia09 Internals 23123 chars
100 0 100 0 0 0
Coaching Document MonicaFavia10 Internals 12849 chars
93.31 0 93.31 6.69 6.69 0
Coaching Document MonicaFavia11 Internals 21419 chars
92.21 0.38 91.83 7.79 7.77 0.02
Coaching Document MonicaFavia12 Internals 26568 chars
98.04 0.66 97.38 1.96 1.96 0
Coaching Document MonicaFavia13 Internals 13336 chars
96.34 0 96.34 3.66 3.66 0
Coaching Document MonicaFavia14 Internals 37979 chars
93.47 0.63 92.84 6.53 6.53 0
Coaching Document MonicaFavia15 Internals 19121 chars
98.82 0 98.82 1.18 1.18 0
Coaching Document MonicaFavia17 Internals 15863 chars
95.26 0.65 94.61 4.74 4.41 0.33
Coaching Document MonicaFavia18 Internals 19950 chars
99.08 0.33 98.76 0.92 0.91 0.01
Coaching Document MonicaFavia19 Internals 24183 chars
99.47 0 99.47 0.53 0.53 0
Coaching Document MonicaFavia22 Internals 19573 chars
95.77 0 95.77 4.23 4.23 0
166
Coaching Document MonicaFavia24 Internals 23523 chars
97.42 0 97.42 2.58 2.58 0
Coaching Document MonicaFavia25 Internals 32878 chars
95.45 0 95.45 4.55 4.55 0
Coaching Document MonicaFavia26 Internals 24030 chars
97.96 0.14 97.82 2.04 1.71 0.32
Communication & Listening Document Monica Favia 41 Internals
29101 chars 99.16 0.31 98.85 0.84 0.68 0.16
Communication & Listening Document MonicaFavia 38 Internals
8375 chars 90.34 2.84 87.5 9.66 3.2 6.46
Communication & Listening Document MonicaFavia_37 Internals
22416 chars 98.87 2.14 96.73 1.13 0.29 0.84
Communication & Listening Document MonicaFavia_40 Internals
18762 chars 100 0 100 0 0 0
Communication & Listening Document MonicaFavia01 Internals
24755 chars 100 0 100 0 0 0
Communication & Listening Document MonicaFavia02 Internals
33209 chars 98.92 0.48 98.44 1.08 0.51 0.57
Communication & Listening Document MonicaFavia03 Internals
31824 chars 98.99 0.47 98.52 1.01 1 0.01
Communication & Listening Document MonicaFavia04 Internals
16660 chars 100 0 100 0 0 0
167
Communication & Listening Document MonicaFavia09 Internals
23123 chars 100 0 100 0 0 0
Communication & Listening Document MonicaFavia10 Internals
12849 chars 98.73 1.44 97.29 1.27 0 1.27
Communication & Listening Document MonicaFavia11 Internals
21419 chars 99.34 0 99.34 0.66 0.66 0
Communication & Listening Document MonicaFavia12 Internals
26568 chars 99 0 99 1 0.21 0.79
Communication & Listening Document MonicaFavia13 Internals
13336 chars 100 0 100 0 0 0
Communication & Listening Document MonicaFavia14 Internals
37979 chars 99.18 0.11 99.07 0.82 0.52 0.3
Communication & Listening Document MonicaFavia15 Internals
19121 chars 96.44 0.14 96.3 3.56 1.6 1.97
Communication & Listening Document MonicaFavia17 Internals
15863 chars 99.88 1.68 98.2 0.12 0 0.12
Communication & Listening Document MonicaFavia18 Internals
19950 chars 98.94 0 98.94 1.06 0 1.06
Communication & Listening Document MonicaFavia19 Internals
24183 chars 99.4 0.48 98.92 0.6 0.08 0.53
Communication & Listening Document MonicaFavia22 Internals
19573 chars 98.93 0 98.93 1.07 1.07 0
168
Communication & Listening Document MonicaFavia24 Internals
23523 chars 100 0 100 0 0 0
Communication & Listening Document MonicaFavia25 Internals
32878 chars 99.32 0 99.32 0.68 0.68 0
Communication & Listening Document MonicaFavia26 Internals
24030 chars 98.51 0.43 98.08 1.49 1.12 0.37
Competitive Document Monica Favia 41 Internals 29101 chars
100 0 100 0 0 0
Competitive Document MonicaFavia 38 Internals 8375 chars
100 0 100 0 0 0
Competitive Document MonicaFavia_37 Internals 22416 chars
100 0 100 0 0 0
Competitive Document MonicaFavia_40 Internals 18762 chars
100 0 100 0 0 0
Competitive Document MonicaFavia01 Internals 24755 chars
97.34 0.53 96.8 2.66 2.66 0
Competitive Document MonicaFavia02 Internals 33209 chars
100 0 100 0 0 0
Competitive Document MonicaFavia03 Internals 31824 chars
99.21 0 99.21 0.79 0.79 0
Competitive Document MonicaFavia04 Internals 16660 chars
99.01 0 99.01 0.99 0 0.99
169
Competitive Document MonicaFavia09 Internals 23123 chars
100 0 100 0 0 0
Competitive Document MonicaFavia10 Internals 12849 chars
97.62 0 97.62 2.38 2.38 0
Competitive Document MonicaFavia11 Internals 21419 chars
99.36 0 99.36 0.64 0.64 0
Competitive Document MonicaFavia12 Internals 26568 chars
100 0 100 0 0 0
Competitive Document MonicaFavia13 Internals 13336 chars
99.87 0 99.87 0.13 0.13 0
Competitive Document MonicaFavia14 Internals 37979 chars
100 0 100 0 0 0
Competitive Document MonicaFavia15 Internals 19121 chars
100 0 100 0 0 0
Competitive Document MonicaFavia17 Internals 15863 chars
99.35 0 99.35 0.65 0.65 0
Competitive Document MonicaFavia18 Internals 19950 chars
99.15 0 99.15 0.85 0.85 0
Competitive Document MonicaFavia19 Internals 24183 chars
100 0 100 0 0 0
Competitive Document MonicaFavia22 Internals 19573 chars
100 0 100 0 0 0
170
Competitive Document MonicaFavia24 Internals 23523 chars
100 0 100 0 0 0
Competitive Document MonicaFavia25 Internals 32878 chars
100 0 100 0 0 0
Competitive Document MonicaFavia26 Internals 24030 chars
99.65 0 99.65 0.35 0.35 0
Confident Document Monica Favia 41 Internals 29101 chars
100 0 100 0 0 0
Confident Document MonicaFavia 38 Internals 8375 chars
100 0 100 0 0 0
Confident Document MonicaFavia_37 Internals 22416 chars
100 0 100 0 0 0
Confident Document MonicaFavia_40 Internals 18762 chars
100 0 100 0 0 0
Confident Document MonicaFavia01 Internals 24755 chars
100 0 100 0 0 0
Confident Document MonicaFavia02 Internals 33209 chars
97.99 0 97.99 2.01 2.01 0
Confident Document MonicaFavia03 Internals 31824 chars
99.91 1.07 98.84 0.09 0.09 0
Confident Document MonicaFavia04 Internals 16660 chars
99.63 0 99.63 0.37 0.37 0
171
Confident Document MonicaFavia09 Internals 23123 chars
100 0 100 0 0 0
Confident Document MonicaFavia10 Internals 12849 chars
100 0 100 0 0 0
Confident Document MonicaFavia11 Internals 21419 chars
98.35 0 98.35 1.65 0 1.65
Confident Document MonicaFavia12 Internals 26568 chars
100 0 100 0 0 0
Confident Document MonicaFavia13 Internals 13336 chars
100 0 100 0 0 0
Confident Document MonicaFavia14 Internals 37979 chars
100 0 100 0 0 0
Confident Document MonicaFavia15 Internals 19121 chars
100 0 100 0 0 0
Confident Document MonicaFavia17 Internals 15863 chars
99.75 0 99.75 0.25 0.25 0
Confident Document MonicaFavia18 Internals 19950 chars
100 0 100 0 0 0
Confident Document MonicaFavia19 Internals 24183 chars
100 0 100 0 0 0
Confident Document MonicaFavia22 Internals 19573 chars
100 0 100 0 0 0
172
Confident Document MonicaFavia24 Internals 23523 chars
100 0 100 0 0 0
Confident Document MonicaFavia25 Internals 32878 chars
98.13 0 98.13 1.87 1.87 0
Confident Document MonicaFavia26 Internals 24030 chars
99.49 0 99.49 0.51 0.51 0
Customer Orientation Document Monica Favia 41 Internals 29101
chars 96.85 0.38 96.47 3.15 2.21 0.94
Customer Orientation Document MonicaFavia 38 Internals 8375
chars 99.14 0 99.14 0.86 0.86 0
Customer Orientation Document MonicaFavia_37 Internals 22416
chars 97.85 0 97.85 2.15 2.15 0
Customer Orientation Document MonicaFavia_40 Internals 18762
chars 99.06 0 99.06 0.94 0 0.94
Customer Orientation Document MonicaFavia01 Internals 24755
chars 99.47 0 99.47 0.53 0 0.53
Customer Orientation Document MonicaFavia02 Internals 33209
chars 95.11 0 95.11 4.89 4.89 0
Customer Orientation Document MonicaFavia03 Internals 31824
chars 97.73 0 97.73 2.27 2.27 0
Customer Orientation Document MonicaFavia04 Internals 16660
chars 100 0 100 0 0 0
173
Customer Orientation Document MonicaFavia09 Internals 23123
chars 98.08 0 98.08 1.92 1.92 0
Customer Orientation Document MonicaFavia10 Internals 12849
chars 97.94 0 97.94 2.06 2.06 0
Customer Orientation Document MonicaFavia11 Internals 21419
chars 98.06 0 98.06 1.94 1.94 0
Customer Orientation Document MonicaFavia12 Internals 26568
chars 98.89 0 98.89 1.11 1.11 0
Customer Orientation Document MonicaFavia13 Internals 13336
chars 100 0 100 0 0 0
Customer Orientation Document MonicaFavia14 Internals 37979
chars 99.46 0 99.46 0.54 0.54 0
Customer Orientation Document MonicaFavia15 Internals 19121
chars 97.36 0 97.36 2.64 2.64 0
Customer Orientation Document MonicaFavia17 Internals 15863
chars 100 0 100 0 0 0
Customer Orientation Document MonicaFavia18 Internals 19950
chars 98.52 0 98.52 1.48 1.48 0
Customer Orientation Document MonicaFavia19 Internals 24183
chars 99.54 0 99.54 0.46 0.46 0
Customer Orientation Document MonicaFavia22 Internals 19573
chars 100 0 100 0 0 0
174
Customer Orientation Document MonicaFavia24 Internals 23523
chars 98.47 0 98.47 1.53 1.53 0
Customer Orientation Document MonicaFavia25 Internals 32878
chars 99.36 0 99.36 0.64 0.64 0
Customer Orientation Document MonicaFavia26 Internals 24030
chars 100 0 100 0 0 0
Empathetic Document Monica Favia 41 Internals 29101 chars
99.28 0.53 98.76 0.72 0 0.72
Empathetic Document MonicaFavia 38 Internals 8375 chars
100 0 100 0 0 0
Empathetic Document MonicaFavia_37 Internals 22416 chars
100 0 100 0 0 0
Empathetic Document MonicaFavia_40 Internals 18762 chars
100 0 100 0 0 0
Empathetic Document MonicaFavia01 Internals 24755 chars
100 0 100 0 0 0
Empathetic Document MonicaFavia02 Internals 33209 chars
96.18 0.55 95.62 3.82 3.82 0
Empathetic Document MonicaFavia03 Internals 31824 chars
95.53 0.14 95.39 4.47 4.19 0.28
Empathetic Document MonicaFavia04 Internals 16660 chars
98.5 0 98.5 1.5 1.5 0
175
Empathetic Document MonicaFavia09 Internals 23123 chars
98.28 0.68 97.6 1.72 1.72 0
Empathetic Document MonicaFavia10 Internals 12849 chars
100 0 100 0 0 0
Empathetic Document MonicaFavia11 Internals 21419 chars
100 0 100 0 0 0
Empathetic Document MonicaFavia12 Internals 26568 chars
100 0 100 0 0 0
Empathetic Document MonicaFavia13 Internals 13336 chars
100 0 100 0 0 0
Empathetic Document MonicaFavia14 Internals 37979 chars
99.34 0 99.34 0.66 0 0.66
Empathetic Document MonicaFavia15 Internals 19121 chars
100 0 100 0 0 0
Empathetic Document MonicaFavia17 Internals 15863 chars
100 0 100 0 0 0
Empathetic Document MonicaFavia18 Internals 19950 chars
100 0 100 0 0 0
Empathetic Document MonicaFavia19 Internals 24183 chars
98.69 0.32 98.37 1.31 1.2 0.12
Empathetic Document MonicaFavia22 Internals 19573 chars
96.22 1.23 94.99 3.78 3.77 0.01
176
Empathetic Document MonicaFavia24 Internals 23523 chars
98.47 0.12 98.35 1.53 0.43 1.09
Empathetic Document MonicaFavia25 Internals 32878 chars
98.83 0.35 98.49 1.17 1.16 0.01
Empathetic Document MonicaFavia26 Internals 24030 chars
100 0 100 0 0 0
Empower salespeople Document Monica Favia 41 Internals 29101
chars 100 0 100 0 0 0
Empower salespeople Document MonicaFavia 38 Internals 8375
chars 100 0 100 0 0 0
Empower salespeople Document MonicaFavia_37 Internals 22416
chars 100 0 100 0 0 0
Empower salespeople Document MonicaFavia_40 Internals 18762
chars 100 0 100 0 0 0
Empower salespeople Document MonicaFavia01 Internals 24755
chars 100 0 100 0 0 0
Empower salespeople Document MonicaFavia02 Internals 33209
chars 98.09 0 98.09 1.91 1.64 0.28
Empower salespeople Document MonicaFavia03 Internals 31824
chars 100 0 100 0 0 0
Empower salespeople Document MonicaFavia04 Internals 16660
chars 100 0 100 0 0 0
177
Empower salespeople Document MonicaFavia09 Internals 23123
chars 97.88 0 97.88 2.12 2.12 0
Empower salespeople Document MonicaFavia10 Internals 12849
chars 100 0 100 0 0 0
Empower salespeople Document MonicaFavia11 Internals 21419
chars 100 0 100 0 0 0
Empower salespeople Document MonicaFavia12 Internals 26568
chars 100 0 100 0 0 0
Empower salespeople Document MonicaFavia13 Internals 13336
chars 100 0 100 0 0 0
Empower salespeople Document MonicaFavia14 Internals 37979
chars 100 0 100 0 0 0
Empower salespeople Document MonicaFavia15 Internals 19121
chars 100 0 100 0 0 0
Empower salespeople Document MonicaFavia17 Internals 15863
chars 99.36 0 99.36 0.64 0 0.64
Empower salespeople Document MonicaFavia18 Internals 19950
chars 99.25 0 99.25 0.75 0.75 0
Empower salespeople Document MonicaFavia19 Internals 24183
chars 100 0 100 0 0 0
Empower salespeople Document MonicaFavia22 Internals 19573
chars 100 0 100 0 0 0
178
Empower salespeople Document MonicaFavia24 Internals 23523
chars 100 0 100 0 0 0
Empower salespeople Document MonicaFavia25 Internals 32878
chars 100 0 100 0 0 0
Empower salespeople Document MonicaFavia26 Internals 24030
chars 97.78 0 97.78 2.22 2.22 0
Ethical Document Monica Favia 41 Internals 29101 chars 100
0 100 0 0 0
Ethical Document MonicaFavia 38 Internals 8375 chars 100
0 100 0 0 0
Ethical Document MonicaFavia_37 Internals 22416 chars 98.25
0 98.25 1.75 0 1.75
Ethical Document MonicaFavia_40 Internals 18762 chars 100
0 100 0 0 0
Ethical Document MonicaFavia01 Internals 24755 chars 99.05
0.87 98.18 0.95 0.73 0.21
Ethical Document MonicaFavia02 Internals 33209 chars 99.29
0 99.29 0.71 0 0.71
Ethical Document MonicaFavia03 Internals 31824 chars 100
0 100 0 0 0
Ethical Document MonicaFavia04 Internals 16660 chars 100
0 100 0 0 0
179
Ethical Document MonicaFavia09 Internals 23123 chars 100
0 100 0 0 0
Ethical Document MonicaFavia10 Internals 12849 chars 100
0 100 0 0 0
Ethical Document MonicaFavia11 Internals 21419 chars 100
0 100 0 0 0
Ethical Document MonicaFavia12 Internals 26568 chars 99.8
0 99.8 0.2 0.2 0
Ethical Document MonicaFavia13 Internals 13336 chars 100
0 100 0 0 0
Ethical Document MonicaFavia14 Internals 37979 chars 98.92
0 98.92 1.08 0.98 0.09
Ethical Document MonicaFavia15 Internals 19121 chars 100
0 100 0 0 0
Ethical Document MonicaFavia17 Internals 15863 chars 100
0 100 0 0 0
Ethical Document MonicaFavia18 Internals 19950 chars 98.75
0.18 98.58 1.25 0.68 0.57
Ethical Document MonicaFavia19 Internals 24183 chars 98
0.62 97.39 2 2 0
Ethical Document MonicaFavia22 Internals 19573 chars 100
0 100 0 0 0
180
Ethical Document MonicaFavia24 Internals 23523 chars 100
0 100 0 0 0
Ethical Document MonicaFavia25 Internals 32878 chars 100
0 100 0 0 0
Ethical Document MonicaFavia26 Internals 24030 chars 99.64
0 99.64 0.36 0.36 0
High Energy Document Monica Favia 41 Internals 29101 chars
100 0 100 0 0 0
High Energy Document MonicaFavia 38 Internals 8375 chars
99.61 0 99.61 0.39 0.39 0
High Energy Document MonicaFavia_37 Internals 22416 chars
99.59 0.36 99.23 0.41 0.41 0
High Energy Document MonicaFavia_40 Internals 18762 chars
99.98 0.41 99.58 0.02 0.02 0
High Energy Document MonicaFavia01 Internals 24755 chars
100 0 100 0 0 0
High Energy Document MonicaFavia02 Internals 33209 chars
97.45 0 97.45 2.55 0.94 1.61
High Energy Document MonicaFavia03 Internals 31824 chars
99.72 0.15 99.57 0.28 0 0.28
High Energy Document MonicaFavia04 Internals 16660 chars
100 0 100 0 0 0
181
High Energy Document MonicaFavia09 Internals 23123 chars
100 0 100 0 0 0
High Energy Document MonicaFavia10 Internals 12849 chars
100 0 100 0 0 0
High Energy Document MonicaFavia11 Internals 21419 chars
99.57 0 99.57 0.43 0.43 0
High Energy Document MonicaFavia12 Internals 26568 chars
99.58 0 99.58 0.42 0.42 0
High Energy Document MonicaFavia13 Internals 13336 chars
99.7 0 99.7 0.3 0.3 0
High Energy Document MonicaFavia14 Internals 37979 chars
100 0 100 0 0 0
High Energy Document MonicaFavia15 Internals 19121 chars
100 0 100 0 0 0
High Energy Document MonicaFavia17 Internals 15863 chars
98.51 0.25 98.25 1.49 1.48 0.02
High Energy Document MonicaFavia18 Internals 19950 chars
99.6 0 99.6 0.4 0.4 0
High Energy Document MonicaFavia19 Internals 24183 chars
100 0 100 0 0 0
High Energy Document MonicaFavia22 Internals 19573 chars
100 0 100 0 0 0
182
High Energy Document MonicaFavia24 Internals 23523 chars
98.22 0 98.22 1.78 1.78 0
High Energy Document MonicaFavia25 Internals 32878 chars
100 0 100 0 0 0
High Energy Document MonicaFavia26 Internals 24030 chars
100 0 100 0 0 0
Impatient Document Monica Favia 41 Internals 29101 chars
100 0 100 0 0 0
Impatient Document MonicaFavia 38 Internals 8375 chars
100 0 100 0 0 0
Impatient Document MonicaFavia_37 Internals 22416 chars
100 0 100 0 0 0
Impatient Document MonicaFavia_40 Internals 18762 chars
100 0 100 0 0 0
Impatient Document MonicaFavia01 Internals 24755 chars
97.54 0 97.54 2.46 0 2.46
Impatient Document MonicaFavia02 Internals 33209 chars
98.07 0 98.07 1.93 0 1.93
Impatient Document MonicaFavia03 Internals 31824 chars
99.28 0 99.28 0.72 0 0.72
Impatient Document MonicaFavia04 Internals 16660 chars
100 0 100 0 0 0
183
Impatient Document MonicaFavia09 Internals 23123 chars
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Rewarding Reps Document MonicaFavia26 Internals 24030
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Sales skills Document Monica Favia 41 Internals 29101 chars
99.52 0 99.52 0.48 0.35 0.13
Sales skills Document MonicaFavia 38 Internals 8375 chars
100 0 100 0 0 0
Sales skills Document MonicaFavia_37 Internals 22416 chars
100 0 100 0 0 0
Sales skills Document MonicaFavia_40 Internals 18762 chars
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Sales skills Document MonicaFavia01 Internals 24755 chars
99.83 0 99.83 0.17 0 0.17
Sales skills Document MonicaFavia02 Internals 33209 chars
99.37 0 99.37 0.63 0.36 0.27
Sales skills Document MonicaFavia03 Internals 31824 chars
98.45 0 98.45 1.55 0.57 0.98
212
Sales skills Document MonicaFavia04 Internals 16660 chars
100 0 100 0 0 0
Sales skills Document MonicaFavia09 Internals 23123 chars
98.77 0 98.77 1.23 1.23 0
Sales skills Document MonicaFavia10 Internals 12849 chars
100 0 100 0 0 0
Sales skills Document MonicaFavia11 Internals 21419 chars
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Sales skills Document MonicaFavia12 Internals 26568 chars
99.28 0 99.28 0.72 0.72 0
Sales skills Document MonicaFavia13 Internals 13336 chars
100 0 100 0 0 0
Sales skills Document MonicaFavia14 Internals 37979 chars
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Sales skills Document MonicaFavia15 Internals 19121 chars
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213
Sales skills Document MonicaFavia22 Internals 19573 chars
98.68 0 98.68 1.32 1.32 0
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Sales skills Document MonicaFavia25 Internals 32878 chars
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Sales skills Document MonicaFavia26 Internals 24030 chars
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Satisfaction through others Document Monica Favia 41 Internals
29101 chars 99.03 0 99.03 0.97 0 0.97
Satisfaction through others Document MonicaFavia 38 Internals
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Satisfaction through others Document MonicaFavia_37 Internals
22416 chars 99.28 0 99.28 0.72 0 0.72
Satisfaction through others Document MonicaFavia_40 Internals
18762 chars 97.77 0 97.77 2.23 0 2.23
Satisfaction through others Document MonicaFavia01 Internals
24755 chars 97.39 0 97.39 2.61 2.13 0.48
Satisfaction through others Document MonicaFavia02 Internals
33209 chars 95.78 0.71 95.07 4.22 3.2 1.02
Satisfaction through others Document MonicaFavia03 Internals
31824 chars 100 0 100 0 0 0
214
Satisfaction through others Document MonicaFavia04 Internals
16660 chars 93.57 0 93.57 6.43 6.43 0
Satisfaction through others Document MonicaFavia09 Internals
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Satisfaction through others Document MonicaFavia10 Internals
12849 chars 98.69 0 98.69 1.31 1.31 0
Satisfaction through others Document MonicaFavia11 Internals
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Satisfaction through others Document MonicaFavia12 Internals
26568 chars 100 0 100 0 0 0
Satisfaction through others Document MonicaFavia13 Internals
13336 chars 100 0 100 0 0 0
Satisfaction through others Document MonicaFavia14 Internals
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Satisfaction through others Document MonicaFavia18 Internals
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Satisfaction through others Document MonicaFavia19 Internals
24183 chars 98.36 0 98.36 1.64 1.64 0
215
Satisfaction through others Document MonicaFavia22 Internals
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Satisfaction through others Document MonicaFavia24 Internals
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Satisfaction through others Document MonicaFavia25 Internals
32878 chars 93.16 0 93.16 6.84 6.84 0
Satisfaction through others Document MonicaFavia26 Internals
24030 chars 97.75 0 97.75 2.25 2.25 0
Support Reps Document Monica Favia 41 Internals 29101 chars
96.39 0 96.39 3.61 0.6 3
Support Reps Document MonicaFavia 38 Internals 8375 chars
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Support Reps Document MonicaFavia_37 Internals 22416 chars
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Support Reps Document MonicaFavia_40 Internals 18762 chars
98.39 0 98.39 1.61 0 1.61
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100 0 100 0 0 0
216
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97.97 0 97.97 2.03 0 2.03
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99.41 0 99.41 0.59 0 0.59
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99.18 0 99.18 0.82 0 0.82
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100 0 100 0 0 0
Support Reps Document MonicaFavia15 Internals 19121 chars
98.95 0.96 97.99 1.05 0.37 0.68
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217
Support Reps Document MonicaFavia22 Internals 19573 chars
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Support Reps Document MonicaFavia25 Internals 32878 chars
97.58 0 97.58 2.42 2.42 0
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100 0 100 0 0 0
Teamwork Oriented Document Monica Favia 41 Internals 29101
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Teamwork Oriented Document MonicaFavia 38 Internals 8375
chars 93.42 3.18 90.24 6.58 6.58 0
Teamwork Oriented Document MonicaFavia_37 Internals 22416
chars 97.46 0.25 97.2 2.54 0.72 1.82
Teamwork Oriented Document MonicaFavia_40 Internals 18762
chars 98.42 0.37 98.05 1.58 1.44 0.14
Teamwork Oriented Document MonicaFavia01 Internals 24755
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218
Teamwork Oriented Document MonicaFavia04 Internals 16660
chars 93.87 0 93.87 6.13 0 6.13
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chars 99.39 0 99.39 0.61 0 0.61
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Teamwork Oriented Document MonicaFavia19 Internals 24183
chars 100 0 100 0 0 0
219
Teamwork Oriented Document MonicaFavia22 Internals 19573
chars 100 0 100 0 0 0
Teamwork Oriented Document MonicaFavia24 Internals 23523
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Teamwork Oriented Document MonicaFavia25 Internals 32878
chars 99.08 0 99.08 0.92 0 0.92
Teamwork Oriented Document MonicaFavia26 Internals 24030
chars 100 0 100 0 0 0
Training & Developing Salespeople Document Monica Favia 41
Internals 29101 chars 98.29 0.52 97.77 1.71 0.27
1.45
Training & Developing Salespeople Document MonicaFavia 38
Internals 8375 chars 99 0.62 98.38 1 0
1
Training & Developing Salespeople Document MonicaFavia_37
Internals 22416 chars 99.75 2.4 97.35 0.25 0
0.24
Training & Developing Salespeople Document MonicaFavia_40
Internals 18762 chars 100 0 100 0 0
0
Training & Developing Salespeople Document MonicaFavia01
Internals 24755 chars 94.07 0.88 93.19 5.93 3.47
2.45
220
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Internals 33209 chars 98.24 0.2 98.04 1.76 0.79
0.97
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Internals 31824 chars 94.42 0 94.42 5.58 5.58
0
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Internals 16660 chars 99.08 1.28 97.79 0.92 0.92
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Training & Developing Salespeople Document MonicaFavia10
Internals 12849 chars 95.56 0 95.56 4.44 4.44
0
Training & Developing Salespeople Document MonicaFavia11
Internals 21419 chars 100 0 100 0 0
0
Training & Developing Salespeople Document MonicaFavia12
Internals 26568 chars 99.09 0 99.09 0.91 0.91
0
221
Training & Developing Salespeople Document MonicaFavia13
Internals 13336 chars 98.99 0 98.99 1.01 1.01
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Training & Developing Salespeople Document MonicaFavia14
Internals 37979 chars 100 0 100 0 0
0
Training & Developing Salespeople Document MonicaFavia15
Internals 19121 chars 100 0 100 0 0
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Training & Developing Salespeople Document MonicaFavia17
Internals 15863 chars 98.66 0 98.66 1.34 1.34
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Training & Developing Salespeople Document MonicaFavia18
Internals 19950 chars 98.98 0 98.98 1.02 1.02
0
Training & Developing Salespeople Document MonicaFavia19
Internals 24183 chars 97.61 0 97.61 2.39 2.39
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Training & Developing Salespeople Document MonicaFavia22
Internals 19573 chars 97.33 0 97.33 2.67 1.82
0.85
222
Training & Developing Salespeople Document MonicaFavia24
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Training & Developing Salespeople Document MonicaFavia25
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1.2
Training & Developing Salespeople Document MonicaFavia26
Internals 24030 chars 99.6 0.37 99.23 0.4 0.37
0.02
Understand Cultural Differences Document Monica Favia 41
Internals 29101 chars 100 0 100 0 0
0
Understand Cultural Differences Document MonicaFavia 38
Internals 8375 chars 100 0 100 0 0
0
Understand Cultural Differences Document MonicaFavia_37
Internals 22416 chars 100 0 100 0 0
0
Understand Cultural Differences Document MonicaFavia_40
Internals 18762 chars 100 0 100 0 0
0
223
Understand Cultural Differences Document MonicaFavia01
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0
Understand Cultural Differences Document MonicaFavia02
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Understand Cultural Differences Document MonicaFavia03
Internals 31824 chars 100 0 100 0 0
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Understand Cultural Differences Document MonicaFavia04
Internals 16660 chars 100 0 100 0 0
0
Understand Cultural Differences Document MonicaFavia09
Internals 23123 chars 100 0 100 0 0
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Understand Cultural Differences Document MonicaFavia10
Internals 12849 chars 100 0 100 0 0
0
Understand Cultural Differences Document MonicaFavia11
Internals 21419 chars 100 0 100 0 0
0
224
Understand Cultural Differences Document MonicaFavia12
Internals 26568 chars 100 0 100 0 0
0
Understand Cultural Differences Document MonicaFavia13
Internals 13336 chars 100 0 100 0 0
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Understand Cultural Differences Document MonicaFavia14
Internals 37979 chars 100 0 100 0 0
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Understand Cultural Differences Document MonicaFavia15
Internals 19121 chars 100 0 100 0 0
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Understand Cultural Differences Document MonicaFavia17
Internals 15863 chars 100 0 100 0 0
0
Understand Cultural Differences Document MonicaFavia18
Internals 19950 chars 100 0 100 0 0
0
Understand Cultural Differences Document MonicaFavia19
Internals 24183 chars 100 0 100 0 0
0
225
Understand Cultural Differences Document MonicaFavia22
Internals 19573 chars 100 0 100 0 0
0
Understand Cultural Differences Document MonicaFavia24
Internals 23523 chars 100 0 100 0 0
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Understand Cultural Differences Document MonicaFavia25
Internals 32878 chars 100 0 100 0 0
0
Understand Cultural Differences Document MonicaFavia26
Internals 24030 chars 100 0 100 0 0
0
Understand When to Take Action Document Monica Favia 41
Internals 29101 chars 100 0 100 0 0
0
Understand When to Take Action Document MonicaFavia 38
Internals 8375 chars 100 0 100 0 0
0
Understand When to Take Action Document MonicaFavia_37
Internals 22416 chars 98.07 0 98.07 1.93 1.93
0
226
Understand When to Take Action Document MonicaFavia_40
Internals 18762 chars 100 0 100 0 0
0
Understand When to Take Action Document MonicaFavia01
Internals 24755 chars 100 0 100 0 0
0
Understand When to Take Action Document MonicaFavia02
Internals 33209 chars 95.92 0.72 95.2 4.08 2.5
1.58
Understand When to Take Action Document MonicaFavia03
Internals 31824 chars 99.87 0 99.87 0.13 0
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Understand When to Take Action Document MonicaFavia04
Internals 16660 chars 95.95 0 95.95 4.05 4.05
0
Understand When to Take Action Document MonicaFavia09
Internals 23123 chars 97.74 0 97.74 2.26 2.26
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Understand When to Take Action Document MonicaFavia10
Internals 12849 chars 100 0 100 0 0
0
227
Understand When to Take Action Document MonicaFavia11
Internals 21419 chars 98.99 0 98.99 1.01 1.01
0
Understand When to Take Action Document MonicaFavia12
Internals 26568 chars 100 0 100 0 0
0
Understand When to Take Action Document MonicaFavia13
Internals 13336 chars 94.17 0 94.17 5.83 3.2
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Understand When to Take Action Document MonicaFavia14
Internals 37979 chars 98.55 0 98.55 1.45 1.45
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Understand When to Take Action Document MonicaFavia15
Internals 19121 chars 100 0 100 0 0
0
Understand When to Take Action Document MonicaFavia17
Internals 15863 chars 97.47 0 97.47 2.53 2.53
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Understand When to Take Action Document MonicaFavia18
Internals 19950 chars 100 0 100 0 0
0
228
Understand When to Take Action Document MonicaFavia19
Internals 24183 chars 95.29 0 95.29 4.71 4.71
0
Understand When to Take Action Document MonicaFavia22
Internals 19573 chars 94.49 0 94.49 5.51 5.51
0
Understand When to Take Action Document MonicaFavia24
Internals 23523 chars 100 0 100 0 0
0
Understand When to Take Action Document MonicaFavia25
Internals 32878 chars 100 0 100 0 0
0
Understand When to Take Action Document MonicaFavia26
Internals 24030 chars 99.4 0 99.4 0.6 0.6
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229
Appendix E Coding Summary Report
Dissertation Project:
Generated: 1/7/2010 12:30 PM
Name Initials
Coding By
MJF Compaq_Owner
KP Kristi
Total Users 2
Internals\Monica Favia 41 Document
References Coverage
3 Free Nodes\Analytical
Node Coding
2.19%
Reference Character Range 1 - 2 1.65% Coverage 8805 - 9285
They also have to be financial. Our sales managers need to understand the impact of sales and expenses not only in their own departments, but what it means to the whole branch. As I said earlier, we're sort of run as individual
companies, and we're looked at as an individual company and sales are a very important part of it. The sales managers have to have some type of financial, not a financial background, but have the ability to understand the figures within
the branch.
Reference Character Range 3 0.54% Coverage 27698 - 27854
They have the ability to look at their area, whatever that is, and be able to drive the business necessary for the financial rewards that his people need.
References Coverage
5 Free Nodes\Coaching
Node Coding
1.47%
Reference Character Range 1 - 2 0.51% Coverage 10941 - 11089
He will be out there with the rep, mentoring them, coaching them on how to sell different technologies. They do spend a lot of time the sales reps.
Reference Character Range 3 - 4 0.51% Coverage 26540 - 26688
Coding Summary Report
230
All of this is the motivation that they have. I think a good sales manager knows his people, knows how to motivate his people, how to mentor them.
Reference Character Range 5 0.45% Coverage 28970 - 29101
But his abilities are more of the mentoring and educating his sales people than what it is out in the field, going door to door.
References Coverage
4 Free Nodes\Communication & Listening
Node Coding
1.15%
Reference Character Range 1 0.31% Coverage 16161 - 16251
Let's talk about one where, because we didn't really truly listen to an existing customer
Reference Character Range 2 0.37% Coverage 18890 - 18998
It's the empathy and the fact that you need to be able to listen and understand what people are asking you.
Reference Character Range 3 - 4 0.47% Coverage 27380 - 27517
I think a sales manager is very empathetic. I think he knows how to listen to people, whether it's his own employees or the customers.
References Coverage
5 Free Nodes\Customer Orientation
Node Coding
3.53%
Reference Character Range 1 - 2 1.86% Coverage 9597 - 10137
The other thing that we always stress is that our sales department is really our first level of customer service. That's who the customer hears from first, so it's really important that our sales people have to have objectives and goals
based on customer service as well, meaning that if they get a sales lead, they have to call the sales lead back within 24 hours, and that's as well as they have to have time frames in which they get written proposals out to customers. I
think that those types of strategies have worked well for us.
Reference Character Range 3 0.29% Coverage 16029 - 16113
Coding Summary Report
231
ultimately that's what my business is, you have to meet the needs of the customer.
Reference Character Range 4 0.45% Coverage 23597 - 23728
When the cycle is long, he will make sure that he is spending the time visiting with the customer, reviewing the equipment traces.
Reference Character Range 5 0.94% Coverage 26689 - 26962
He also knows the customers. He knows the competitors in his marketplace. He knows how to strategize and move his team forward. And it's not always easy, and there's a lot of failures along the way, but he takes those failures and he
makes them successes down the road.
References Coverage
4 Free Nodes\Empathetic
Node Coding
1.24%
Reference Character Range 1 - 2 0.77% Coverage 18889 - 19114
It's the empathy and the fact that you need to be able to listen and understand what people are asking you. And without those qualities, and not being able to deviate from those qualities, you're not going to be successful.
Reference Character Range 3 - 4 0.47% Coverage 27380 - 27517
I think a sales manager is very empathetic. I think he knows how to listen to people, whether it's his own employees or the customers.
References Coverage
3 Free Nodes\Motivate and Lead
Node Coding
1.10%
Reference Character Range 1 0.11% Coverage 19328 - 19361
he had the ability to motivate.
Reference Character Range 2 0.48% Coverage 26216 - 26355
Coding Summary Report
232
I think it takes a very unique individual to be able to motivate, whether it's a five man sales team or whether it's a 500 man sales team.
Reference Character Range 3 0.51% Coverage 26540 - 26687
All of this is the motivation that they have. I think a good sales manager knows his people, knows how to motivate his people, how to mentor them.
References Coverage
4 Free Nodes\Planning
Node Coding
1.23%
Reference Character Range 1 0.45% Coverage 8484 - 8616
We're very strategy-oriented, so our sales managers have to develop strategies so that they're able to move the company forward. In
Reference Character Range 2 0.16% Coverage 8736 - 8782
So I need somebody who can develop the goals -
Reference Character Range 3 0.30% Coverage 14200 - 14287
And so, one of our biggest strengths as managers is that we strategize and do it well.
Reference Character Range 4 0.32% Coverage 27517 - 27609
I think they can develop goals and strategies that move the sales people to a better success
References Coverage
6 Free Nodes\Product & Industry knowledge
Node Coding
1.93%
Reference Character Range 1 0.52% Coverage 10409 - 10560
Coding Summary Report
233
The training is done by the sales manager. And, as I said, part of our more complicated, technical aspect of the job is not learned for several years.
Reference Character Range 2 - 4 0.99% Coverage 14369 - 14656
It's my sales manager, who understands our business. He also understands our competitors. He has a brilliant mind for them as far as what kinds of services they provide, how they provide it, and exactly, in technical terms, he talks to
individuals on why our services are different.
Reference Character Range 5 0.33% Coverage 26357 - 26452
I think that the respect, the knowledge that they have about the products that they're selling,
Reference Character Range 6 0.10% Coverage 27612 - 27642
They have product knowledge.
References Coverage
7 Free Nodes\Relationship Oriented
Node Coding
8.38%
Reference Character Range 1 1.67% Coverage 2858 - 3343
we look at sales commercially as partnerships. We understand our customers' needs. In business today, you can get, especially with the advent of the internet, most of your equipment can be bought on the internet. So we've taken this
marketing strategy that what we sell is service. They can buy these pieces of equipment anywhere, but what they can't buy is the ability for us to design the system specifically for their needs and to be able to service it to their specific
needs.
Reference Character Range 2 0.78% Coverage 6880 - 7107
And it's more-so because of relationships or because it's very difficult to move all the technology from one company to another. So, we stress the importance of offering new services, whatever that may be within the industry.
Reference Character Range 3 0.44% Coverage 11404 - 11533
We don't call them sales reps, we call them consultants. Because half of their job is consulting, and the other half is selling.
Coding Summary Report
234
Reference Character Range 4 4.10% Coverage 12615 - 13807
One of the things that we often have to do is we often have to show a customer their return on investment. In our business, if we can do that well, we get the job. We've had a customer that - If we look at them and we could show them that if they install one of our systems, how they could get more profits from their own customers, we went in
there with the idea that we could possibly help them, that they could more equally distribute their electricity bills from the system that we install. They didn't actually believe it until we showed them exactly how they can do that. And we
did. We got the job, and they told us that they saved the most amount of money by distributing their costs correctly to their tenants. And since that day, they have recommended, we have probably, it's probably the best referral sales I've
ever gotten because they understood what we wanted to give them, they were hesitant at first because they didn't understand the money. Once we installed the system, they made the decision to install the system, and they actually
saw the savings, they've probably been my greatest resource of commercial referrals in the property management business that we have.
Reference Character Range 5 0.31% Coverage 13930 - 14019
I think that, because my commercial sales manager and I, we have a very good relationship
Reference Character Range 6 0.51% Coverage 20709 - 20856
Sales, I think is partly a relationship. You buy from people, at first. Then you learn that it's the services and things like that afterwards.
Reference Character Range 7 0.58% Coverage 25205 - 25375
I think that any of the unsuccessful situations make us a better company, in a lot of respects. It tells you about your relationship building, when you don't get the job
References Coverage
2 Free Nodes\Results Oiented
Node Coding
0.46%
Reference Character Range 1 0.18% Coverage 6231 - 6283
That means that we measure their successes every day
Reference Character Range 2 0.29% Coverage 17581 - 17664
You need to do what you need to do to increase your sales in a very particular area
Coding Summary Report
235
References Coverage
2 Free Nodes\Rewarding Reps
Node Coding
1.42%
Reference Character Range 1 0.67% Coverage 23333 - 23527
I mean, it is wasting their time and sales people are motivated by money, and this is literally taking money from them because they have to go now to the next job, and find that next large job.
Reference Character Range 2 0.76% Coverage 23959 - 24179
So he's actually helping them. And the way we have our compensation package, the sales manager is helping the sales rep. There's no deductions in commissions or things like that because they're using other resources.
References Coverage
2 Free Nodes\Sales skills
Node Coding
0.48%
Reference Character Range 1 0.13% Coverage 7471 - 7510
Yes. We look for experience in sales.
Reference Character Range 2 0.35% Coverage 12454 - 12556
So at that point in these large jobs, the sales manager is actually at the sales close with the rep.
References Coverage
1 Free Nodes\Satisfaction through others
Node Coding
0.97%
Reference Character Range 1 0.97% Coverage 26075 - 26357
First of all, I think a successful sales manager has very successful sales people working. He is responsible for developing that team, and I think it takes a very unique individual to be able to motivate, whether it's a five man sales
team or whether it's a 500 man sales team.
Coding Summary Report
236
References Coverage
4 Free Nodes\Support Reps
Node Coding
3.61%
Reference Character Range 1 0.51% Coverage 10941 - 11089
He will be out there with the rep, mentoring them, coaching them on how to sell different technologies. They do spend a lot of time the sales reps.
Reference Character Range 2 0.60% Coverage 23597 - 23773
When the cycle is long, he will make sure that he is spending the time visiting with the customer, reviewing the equipment traces. He will try to make their job more easier.
Reference Character Range 3 1.53% Coverage 23991 - 24435
And the way we have our compensation package, the sales manager is helping the sales rep. There's no deductions in commissions or things like that because they're using other resources. We also have support people there to help our sales people. More with the technical aspects, researching equipment and all that, so they do have a support system
there for the large jobs, that they're not necessarily doing the minutia of it all the time.
Reference Character Range 4 0.97% Coverage 26075 - 26357
First of all, I think a successful sales manager has very successful sales people working. He is responsible for developing that team, and I think it takes a very unique individual to be able to motivate, whether it's a five man sales
team or whether it's a 500 man sales team.
References Coverage
3 Free Nodes\Teamwork Oriented
Node Coding
1.44%
Reference Character Range 1 0.63% Coverage 9286 - 9468
We compensate our sales managers based on team successes, not individual successes. The team actually has to make their quotas and their goals, and that's how they're compensated.
Reference Character Range 2 0.47% Coverage 26075 - 26211
First of all, I think a successful sales manager has very successful sales people working. He is responsible for developing that team,
Coding Summary Report
237
Reference Character Range 3 0.35% Coverage 28314 - 28415
. I think having a good sales team is the foremost important thing that you need within the business.
References Coverage
5 Free Nodes\Training & Developing Salespeople
Node Coding
2.23%
Reference Character Range 1 0.48% Coverage 5607 - 5746
We have very specific training, which other companies don't, and we've worked with people that we've hired from other companies don't last.
Reference Character Range 2 0.26% Coverage 8367 - 8444
someone that is more mentoring and training in how they're going to do that,
Reference Character Range 3 - 4 0.52% Coverage 10409 - 10561
The training is done by the sales manager. And, as I said, part of our more complicated, technical aspect of the job is not learned for several years.
Reference Character Range 5 0.97% Coverage 26075 - 26357
First of all, I think a successful sales manager has very successful sales people working. He is responsible for developing that team, and I think it takes a very unique individual to be able to motivate, whether it's a five man sales
team or whether it's a 500 man sales team.
Total References
Coverage
60
Total Users
2.05%
2
Internals\MonicaFavia 38 Document
Coding Summary Report
238
References Coverage
1 Free Nodes\Boundary Spanning
Node Coding
2.21%
Reference Character Range 1 2.21% Coverage 7987 - 8172
The last part of the puzzle then is to communicate with management, letting them know what the needs of the team are, what is helping, what is hurting us from keeping our objectives.
References Coverage
8 Free Nodes\Communication & Listening
Node Coding
12.50%
Reference Character Range 1 - 2 3.82% Coverage 1636 - 1956
At the core, it is my job to communicate clearly defined goals for each member of my team, plan a strategy to achieve these stated goals, tie their bonus program into these goals, which will motivate them, and then finally, to provide
timely feedback to their performance, which is closely tied to their bonus payout.
Reference Character Range 3 - 4 1.84% Coverage 3744 - 3898
. Also, if you have good communication, clearly defined, realistic goals, cost feedback, all tied into a good bonus plan, this is a recipe for success.
Reference Character Range 5 1.10% Coverage 5407 - 5499
I didn‘t communicate enough with them, and eventually, they replaced me with a competitor.
Reference Character Range 6 1.50% Coverage 7308 - 7434
They‘ll get a sale from their customer due to their work of one of their teammates, forcing though that communication is key.
Reference Character Range 7 2.05% Coverage 7814 - 7986
You can‘t ever replace hard work, you need to be organized, communication, a strategic thinker, motivator, energetic, concerned about others, the customer and team members.
Coding Summary Report
239
Reference Character Range 8 2.19% Coverage 7987 - 8170
The last part of the puzzle then is to communicate with management, letting them know what the needs of the team are, what is helping, what is hurting us from keeping our objectives.
References Coverage
1 Free Nodes\Customer Orientation
Node Coding
0.86%
Reference Character Range 1 0.86% Coverage 5563 - 5635
The customer pays the bill, and that makes them the number one priority.
References Coverage
1 Free Nodes\High Energy
Node Coding
0.39%
Reference Character Range 1 0.39% Coverage 7814 - 7847
You can‘t ever replace hard work,
References Coverage
1 Free Nodes\Learning Oriented
Node Coding
3.02%
Reference Character Range 1 3.02% Coverage 4487 - 4740
As you know, life is not always about learned, life is about learning from your mistakes and making improvements after you go through those mistakes. Not a day goes by when I‘m not questioning our methods and making changes where I
think we can improve.
References Coverage
3 Free Nodes\Motivate and Lead
Node Coding
4.29%
Reference Character Range 1 1.09% Coverage 1150 - 1241
Coding Summary Report
240
As the leader of a very professional group of men and women, my job is mostly to lead them
Reference Character Range 2 1.15% Coverage 3318 - 3414
but also in leading people and through osmosis, I began to want my own leadership techniques.
Reference Character Range 3 2.05% Coverage 7814 - 7986
You can‘t ever replace hard work, you need to be organized, communication, a strategic thinker, motivator, energetic, concerned about others, the customer and team members.
References Coverage
2 Free Nodes\Planning
Node Coding
2.63%
Reference Character Range 1 0.56% Coverage 1726 - 1773
plan a strategy to achieve these stated goals,
Reference Character Range 2 2.07% Coverage 4828 - 5001
I think, perhaps, it might be more strategic if we change the territories to allow for better coverage to our largest customers, which is the lion‘s share of our attention.
References Coverage
1 Free Nodes\Problem solving
Node Coding
0.35%
Reference Character Range 1 0.35% Coverage 1246 - 1275
put in place strategic goals,
Coding Summary Report
241
References Coverage
1 Free Nodes\Relationship Oriented
Node Coding
0.64%
Reference Character Range 1 0.64% Coverage 7932 - 7986
concerned about others, the customer and team members.
References Coverage
1 Free Nodes\Results Oiented
Node Coding
0.54%
Reference Character Range 1 0.54% Coverage 3966 - 4011
Sometimes it takes a while to achieve goals.
References Coverage
4 Free Nodes\Rewarding Reps
Node Coding
4.24%
Reference Character Range 1 0.50% Coverage 1774 - 1816
tie their bonus program into these goals,
Reference Character Range 2 1.09% Coverage 1863 - 1954
provide timely feedback to their performance, which is closely tied to their bonus payout.
Reference Character Range 3 1.81% Coverage 3746 - 3898
Also, if you have good communication, clearly defined, realistic goals, cost feedback, all tied into a good bonus plan, this is a recipe for success.
Reference Character Range 4 0.84% Coverage 7192 - 7262
Coding Summary Report
242
To strive to remind them that someday there‘s something in it for them
References Coverage
3 Free Nodes\Satisfaction through others
Node Coding
4.26%
Reference Character Range 1 1.64% Coverage 1212 - 1349
my job is mostly to lead them and put in place strategic goals, feedback, goals and some training that will allow them to be successful.
Reference Character Range 2 1.22% Coverage 3554 - 3656
couldn‘t have been successful without the good folks at Lane, the Shoe Leather to bring in the sales.
Reference Character Range 3 1.41% Coverage 7189 - 7307
I: To strive to remind them that someday there‘s something in it for them, that if the team succeeds, they‘ll succeed.
References Coverage
6 Free Nodes\Teamwork Oriented
Node Coding
9.76%
Reference Character Range 1 2.46% Coverage 1429 - 1635
We have very kindly conference calls, where we discuss as a team what is going well and what are the challenges. We are seen at the customer level, and we discuss as a team how to overcome these challenges.
Reference Character Range 2 - 3 1.13% Coverage 3513 - 3608
Well, sales management is a team sport. I couldn‘t have been successful without the good folks
Reference Character Range 4 - 5 4.64% Coverage 5635 - 6024
Coding Summary Report
243
A second unsuccessful time was dealing with a team member, who was a very good sales person, but had a difficult time getting along with the other team members. A group needs to depend on each other and assist each other, even if
it meant the other would get credit for the sale and the bonus went with it. The team member was not willing to help others if there was nothing in it for him
Reference Character Range 6 1.52% Coverage 7264 - 7391
that if the team succeeds, they‘ll succeed. They‘ll get a sale from their customer due to their work of one of their teammates,
References Coverage
2 Free Nodes\Training & Developing Salespeople
Node Coding
1.62%
Reference Character Range 1 - 2 1.62% Coverage 1212 - 1348
my job is mostly to lead them and put in place strategic goals, feedback, goals and some training that will allow them to be successful.
Total References
Coverage
35
Total Users
3.38%
2
Internals\MonicaFavia_37 Document
References Coverage
1 Free Nodes\Adaptable
Node Coding
1.82%
Reference Character Range 1 1.82% Coverage 17789 - 18198
Two, I would say, and frankly, I thought I was pretty good at it, but you‘ve got to create your supportive relationships with nearly everybody that you work with, and if you have somebody that you have a personality conflict with, you
really can‘t afford the luxury of writing them off, and you somehow have to figure out a way to connect with them, so that they feel supported in what they‘re trying to do.
References Coverage
1 Free Nodes\Analytical
Node Coding
0.53%
Reference Character Range 1 0.53% Coverage 10017 - 10135
Coding Summary Report
244
One, a genuine, intellectual curiosity for what needs were not being met. You had to really focus on that piece of it.
References Coverage
7 Free Nodes\Communication & Listening
Node Coding
3.27%
Reference Character Range 1 - 2 0.91% Coverage 10165 - 10370
I think you had to be a skilled communicator. You had to get up and communicate the goals and the objectives with a story that made sense that other people could really rally behind and be enthused about.
Reference Character Range 3 - 4 1.07% Coverage 10585 - 10825
I‘d say my greatest skill through all this was communication, being able to put, my being able to express and articulate skillfully the why and the need, and then translate it that into why they needed to be emotionally involved, as well.
Reference Character Range 5 0.83% Coverage 12506 - 12692
When you consult with folks, and you really allow them to participate in the creative extension, of these ideas and the execution of them, that‘s where the ownership took place for us.
Reference Character Range 6 - 7 0.45% Coverage 19664 - 19765
Three, I think that if you have the area of sales management, you have to be a skilled communicator.
References Coverage
1 Free Nodes\Customer Orientation
Node Coding
2.15%
Reference Character Range 1 2.15% Coverage 2893 - 3374
We also spent a lot of time with dealer development. We focused heavily on dealer advisories and rep advisories, where we drove continuous process improvement, from both the market side and the internal sales side. We were constantly
evolving our processes for a better result, so there was a huge emphasis on continuous process improvement and feedback to create the buy-end and the emotional and rational support from these folks, so they felt like they were
really stakeholders.
Coding Summary Report
245
References Coverage
1 Free Nodes\Ethical
Node Coding
1.75%
Reference Character Range 1 1.75% Coverage 20528 - 20920
think that, Monica, in there is certainly honesty, certainly integrity, certainly compassion. I always like to connect with the spiritual side of these folks that we worked with, and that was usually important, not that that was the TV actor, but
if you had a common spiritual grounding with a lot of the people you worked closely with, that made a huge difference in keeping in perspective.
References Coverage
2 Free Nodes\High Energy
Node Coding
0.77%
Reference Character Range 1 - 2 0.77% Coverage 10371 - 10543
I‘d say a third characteristic was enthusiasm, that there was a level of energy extended, that said, ―Hey, if this person is as excited about this, maybe I should be, too.‖
References Coverage
2 Free Nodes\Intuitive
Node Coding
3.57%
Reference Character Range 1 1.82% Coverage 17789 - 18198
Two, I would say, and frankly, I thought I was pretty good at it, but you‘ve got to create your supportive relationships
with nearly everybody that you work with, and if you have somebody that you have a personality conflict with, you really can‘t afford the luxury of writing them off, and you somehow have to figure out a way to connect with them, so
that they feel supported in what they‘re trying to do.
Reference Character Range 2 1.75% Coverage 20528 - 20920
think that, Monica, in there is certainly honesty, certainly integrity, certainly compassion. I always like to connect with the spiritual side of these folks that we worked with, and that was usually important, not that that was the TV actor, but
if you had a common spiritual grounding with a lot of the people you worked closely with, that made a huge difference in keeping in perspective.
References Coverage
2 Free Nodes\Motivate and Lead
Node Coding
1.65%
Reference Character Range 1 0.81% Coverage 11924 - 12105
Coding Summary Report
246
Unless you can draw a consensus and engineer the commitment of the group in a way that only intellectually, but emotionally have buy-in, that‘s when the success came from for us.
Reference Character Range 2 0.84% Coverage 12507 - 12696
When you consult with folks, and you really allow them to participate in the creative extension, of these ideas and the execution of them, that‘s where the ownership took place for us.
References Coverage
1 Free Nodes\Planning
Node Coding
2.79%
Reference Character Range 1 2.79% Coverage 7767 - 8392
Well, I‘d say one of the dynamics at work was constantly trying to perceive and define the market need. We were clearly driven from what were the nine operating trends in the business in the market. Where were consumers going? We did this by talking to designers, talking to our own showroom people, talking to reps, talking to dealer advisories,
garnering in the minds of all the showroom magazine folks who we knew well, the Better Homes and Gardens and Nelda Cords and those folks. So, I‘d say principally, we were reasonably a astute at understanding where the market was
trying to go, and what needs were not being met.
References Coverage
1 Free Nodes\Politically Astute
Node Coding
2.36%
Reference Character Range 1 2.36% Coverage 17249 - 17778
When you‘re in the culture of a corporate environment that has, in this case, is called publicly held, there‘s an aspect of
compromise; there‘s a fine line in your own mind whether you‘re selling out or whether you‘re just being realistic, my father would say over and over again, ―Rick, you can‘t fight City Hall.‖ So, I would say one thing in that piece of self-destruction is ‗to what degree do you compromise on your own expectations to along with what the dress intends to
want to be, other than the way you feel about it.‘
References Coverage
1 Free Nodes\Product & Industry knowledge
Node Coding
0.88%
Reference Character Range 1 0.88% Coverage 7767 - 7965
Well, I‘d say one of the dynamics at work was constantly trying to perceive and define the market need. We were clearly driven from what were the nine operating trends in the business in the market.
References Coverage
5 Free Nodes\Relationship Oriented
Node Coding
4.03%
Coding Summary Report
247
Reference Character Range 1 0.53% Coverage 5836 - 5954
So, winning the loyalties and the support and the selling with the reps was a huge challenge which we ultimately did.
Reference Character Range 2 - 3 2.16% Coverage 17789 - 18274
Two, I would say, and frankly, I thought I was pretty good at it, but you‘ve got to create your supportive relationships with nearly everybody that you work with, and if you have somebody that you have a personality conflict with, you
really can‘t afford the luxury of writing them off, and you somehow have to figure out a way to connect with them, so that they feel supported in what they‘re trying to do. And, I think if you don‘t, then that can tend to backfire on you
longer term
Reference Character Range 4 - 5 1.34% Coverage 19362 - 19662
I would say, is relationships driven, and whether it‘s your sales group or your sales management group or your peers in the management group, you have to be very, very skilled at being able to represent yourself also, but join the
collaborative in the effectiveness of what this group is trying to do
References Coverage
7 Free Nodes\Results Oiented
Node Coding
6.85%
Reference Character Range 1 - 2 2.38% Coverage 1999 - 2533
I: Well, I‘d say overall, in the sales manager‘s role, our number one task was to meet or beat the sales forecast of the budget numbers. I mean, it was foremost in our minds at all times. To beat the numbers, we may have had market share objectives; we may have had new product introduction objectives, we had furniture market selling objectives, twice a year, April and October, in our industry. But, the cardinal task was asked, for us, to meet the sales forecast
number on the financial plan, and if we could, sell a richer mix.
Reference Character Range 3 0.48% Coverage 4487 - 4594
I‘d say one real success role was the progress we made in growing the success volume and beating forecasts.
Reference Character Range 4 0.89% Coverage 5375 - 5575
So, we started with really nothing, and we grew in five years to build a forty million dollar division, and it was largely built off the success of reading the market correctly and what the need was.
Reference Character Range 5 0.32% Coverage 7126 - 7197
Coding Summary Report
248
We grew the dealer business from some sixty million to ninety million.
Reference Character Range 6 1.40% Coverage 19017 - 19331
One, you have to understand the larger sense of the objectives. You really have to understand that you are responsible for the top rung of the P&L without orders or everything else falls apart. You have to be wholly committed to figure out
a way to beat the sales forecast, to beat the budgets and financial plan.
Reference Character Range 7 1.38% Coverage 21013 - 21322
if you‘re in sales management, you have to feel a passion for the goal. I mean, you have to love it; you have to love getting up in front of groups; you have to love being able to put the sentences together, so they make sense; you have
to love being able to give them the language to use to get the job done.
References Coverage
1 Free Nodes\Rewarding Reps
Node Coding
2.02%
Reference Character Range 1 2.02% Coverage 5954 - 6407
One little piece of that was that you really couldn‘t do it with money, because they were all highly compensated on commission selling ------brand, so ultimately, we did a forced ranking, and we put out those who were selling --- ---- with the top the best, and those who weren‘t selling much at all at the bottom, and frankly, we kind of shamed them
into commitment. So, their egos were at stake more than their pocketbook, and frankly, it worked.
References Coverage
1 Free Nodes\Satisfaction through others
Node Coding
0.72%
Reference Character Range 1 0.72% Coverage 10914 - 11076
but I would say on the top of my mind is one, you‘ll never do it alone, you‘ve got to be skilled enough to leave room for everybody else‘s to keep players‘ buy-in
References Coverage
3 Free Nodes\Teamwork Oriented
Node Coding
2.80%
Reference Character Range 1 - 2 0.97% Coverage 10917 - 11135
Coding Summary Report
249
I would say on the top of my mind is one, you‘ll never do it alone, you‘ve got to be skilled enough to leave room for everybody else‘s to keep players‘ buy-in. It‘s a team thing; it‘s supported by a network of minds.
Reference Character Range 3 1.82% Coverage 17789 - 18198
Two, I would say, and frankly, I thought I was pretty good at it, but you‘ve got to create your supportive relationships with nearly everybody that you work with, and if you have somebody that you have a personality conflict with, you
really can‘t afford the luxury of writing them off, and you somehow have to figure out a way to connect with them, so that they feel supported in what they‘re trying to do.
References Coverage
4 Free Nodes\Training & Developing Salespeople
Node Coding
2.65%
Reference Character Range 1 - 2 1.21% Coverage 2622 - 2893
Well, certainly, and parallel to that was the whole development of the sales organization and their capabilities, so we spent a lot of time on training and development with the sales group, refining their skills, enabling them to develop a
broader range of capabilities.
Reference Character Range 3 - 4 1.44% Coverage 19765 - 20087
You‘re training most of the time, and the training development piece is the sales manager‘s critical, and you have to be able to see opportunities, with people to promote into a clean environment where they can contribute more profoundly,
if you will, as you grow the business, and who you can build on and who you can‘t.
References Coverage
1 Free Nodes\Understand When to Take Action
Node Coding
1.93%
Reference Character Range 1 1.93% Coverage 20093 - 20526
I would say, you have to be tough enough to move away from the bottom ten or fifteen percent of the performers that can‘t meet the objectives, and it is a business you‘re running, in as much you want to do the right thing for people, you
have to stay objective on the task and not get soft on the people side, and move through it with compassion with these folks, to allow them to understand frankly they are meeting the expectation.
Total References
Coverage
42
Total Users
2.36%
2
Internals\MonicaFavia_40 Document
Coding Summary Report
250
References Coverage
5 Free Nodes\Coaching
Node Coding
3.16%
Reference Character Range 1 - 2 1.65% Coverage 1319 - 1628
You want to coach somebody to keep the sale in-store, but to sell all the other things that go with it, like our install protection units, and trying to get people to sign up for credit and things like that. Along with installation, we sell
installation, so there‘s a lot of coaching on how to sell something.
Reference Character Range 3 - 4 1.16% Coverage 2392 - 2609
The most important was, they call it coaching here at ------, instead of managing. Coaching, because to encourage your salespeople to do the best job that they can. That is probably the most important task that I have.
Reference Character Range 5 0.35% Coverage 2865 - 2931
We observe them on that and give them pointers every single month.
References Coverage
1 Free Nodes\Customer Orientation
Node Coding
0.94%
Reference Character Range 1 0.94% Coverage 3486 - 3663
making sure that everything is set for the marketing, for the ads, basically, creating the best customer experience that we can when a customer comes in and we overlook that.
References Coverage
2 Free Nodes\High Energy
Node Coding
0.42%
Reference Character Range 1 - 2 0.42% Coverage 17894 - 17973
I think you need to be able to create enthusiasm, like you need to be outgoing;
Coding Summary Report
251
References Coverage
1 Free Nodes\Initiative
Node Coding
2.28%
Reference Character Range 1 2.28% Coverage 6821 - 7249
I guess whenever I‘m in a position, there are always challenging things that make me want to apply to be in that type of position, and it‘s kind of a thrill for me to try to step up to a challenge I can be successful with, so I set goals for
myself, and I try to do it. Sometimes, it happens fast, and sometimes it takes a long time. You try to meet your goals, but sometimes, setting goals and being challenged is what helps.
References Coverage
1 Free Nodes\Intuitive
Node Coding
1.35%
Reference Character Range 1 1.35% Coverage 2610 - 2864
Basically, what we do is we observe, you know we have these forms when we observe our sales associates, making sure that they follow process; it‘s actually called a CCE process, which is creating customer enthusiasm, and they have
to follow that process.
References Coverage
1 Free Nodes\Motivate and Lead
Node Coding
0.80%
Reference Character Range 1 0.80% Coverage 8683 - 8834
First of all, is for them to trust you, then looking up to you, and then wanting to work for you. So, you have to kind of create that environment first
References Coverage
2 Free Nodes\Patient
Node Coding
1.07%
Reference Character Range 1 - 2 1.07% Coverage 18092 - 18293
you definitely need to have people skills, because if you can‘t work with people and customers who are extremely irate, you‘re never going to be successful; patience is definitely a virtue in this job.
References Coverage
2 Free Nodes\People Oriented
Node Coding
1.07%
Coding Summary Report
252
Reference Character Range 1 - 2 1.07% Coverage 18092 - 18293
you definitely need to have people skills, because if you can‘t work with people and customers who are extremely irate, you‘re never going to be successful; patience is definitely a virtue in this job.
References Coverage
1 Free Nodes\Planning
Node Coding
1.31%
Reference Character Range 1 1.31% Coverage 3417 - 3663
I might overlook the Presentation Standards, making sure that everything is set for the marketing, for the ads, basically, creating the best customer experience that we can when a customer comes in and we overlook that.
References Coverage
4 Free Nodes\Results Oiented
Node Coding
4.88%
Reference Character Range 1 1.62% Coverage 2865 - 3169
We observe them on that and give them pointers every single month. We have to actually go over what is called the
Associate Contribution Report with them, and what they do is kind of all of your metrics, everything that you sell, and what you contributed to the company that previous month in selling.
Reference Character Range 2 1.17% Coverage 4619 - 4838
I actually got to create that enthusiasm that credit team to really perform, so we ended up becoming – right now, I‘m not in that position anymore, but for that, we were number one in our district for a year in credit.
Reference Character Range 3 1.57% Coverage 6956 - 7251
it‘s kind of a thrill for me to try to step up to a challenge I can be successful with, so I set goals for myself, and I try to do it. Sometimes, it happens fast, and sometimes it takes a long time. You try to meet your goals, but sometimes,
setting goals and being challenged is what helps.
Reference Character Range 4 0.52% Coverage 9633 - 9730
I guess that when you set your mind to do something you want to do and accomplish, you really can
Coding Summary Report
253
References Coverage
1 Free Nodes\Rewarding Reps
Node Coding
0.78%
Reference Character Range 1 0.78% Coverage 8868 - 9014
If somebody has been in this position before, where they didn‘t care about their employees, they didn‘t recognize them when recognition was due.
References Coverage
1 Free Nodes\Satisfaction through others
Node Coding
2.23%
Reference Character Range 1 2.23% Coverage 10741 - 11159
We had an amazing district manager who is now in a different district now, who helped me when I couldn‘t get the protection agreement sales to turn around when I came into this position, and he basically taught me, ―It‘s about the
people; you‘ve got to get them to perform. They expect from you all this help, but what are you expecting from them. You have to get them to work for you. You have to get it both ways.‖
References Coverage
1 Free Nodes\Support Reps
Node Coding
1.61%
Reference Character Range 1 1.61% Coverage 2865 - 3167
We observe them on that and give them pointers every single month. We have to actually go over what is called the
Associate Contribution Report with them, and what they do is kind of all of your metrics, everything that you sell, and what you contributed to the company that previous month in selling.
References Coverage
4 Free Nodes\Teamwork Oriented
Node Coding
1.95%
Reference Character Range 1 1.05% Coverage 5395 - 5592
I guess that would be a current success of mine with the help of our team members, because you can never do anything yourself to get something to do well. You have to have a great team to do it.
Reference Character Range 2 - 3 0.51% Coverage 8588 - 8683
Coding Summary Report
254
I guess the biggest part, I believe, is to get your associates to be a team and work together.
Reference Character Range 4 0.39% Coverage 9732 - 9805
as long as you take the proper steps and have a great team to work with.
Total References
Coverage
27
Total Users
1.70%
2
Internals\MonicaFavia01 Document
References Coverage
2 Free Nodes\Boundary Spanning
Node Coding
1.12%
Reference Character Range 1 0.55% Coverage 2791 - 2928
We‘re basically in the middle of Marketing and Sales, and we pretty much are there to make sure that we create raving fans on both ends.
Reference Character Range 2 0.57% Coverage 6207 - 6347
That was something that we are very proud of, because it really mandated that we spend a lot of time with all of our cross-functional teams
References Coverage
5 Free Nodes\Coaching
Node Coding
3.14%
Reference Character Range 1 0.72% Coverage 12298 - 12475
So again, I give them that support, that experience I can allow them to tap into from having so many years in the industry, then help them devise plans and build strategies---
Coding Summary Report
255
Reference Character Range 2 0.59% Coverage 12936 - 13083
it‘s a matter of sitting down with them and deciding together and tailoring that plan to the individual needs of that customer in the marketplace.
Reference Character Range 3 0.67% Coverage 13822 - 13989
work with people to help them understand some of the shortcomings they may have. Often, they may not always agree that they‘re not always do as well as they could be.
Reference Character Range 4 0.48% Coverage 17348 - 17468
It‘s similar, in that some of my goals can be seen in some of the coaching roles in some of the sports or what have you.
Reference Character Range 5 0.67% Coverage 18467 - 18634
I think it‘s the most important thing that I do. Coaching embodies training development, and teaching, motivating, assisting, developing, all those different elements.
References Coverage
8 Free Nodes\Competitive
Node Coding
3.20%
Reference Character Range 1 0.10% Coverage 11034 - 11059
a ‗find a way‘ attitude.
Reference Character Range 2 0.70% Coverage 11237 - 11410
Make sure it‘s specific on what we want done, and what the goals are that you‘re going to put in front of us, and we have a ‗find a way‘ attitude—―watch us get this job done
Reference Character Range 3 - 4 0.73% Coverage 11627 - 11807
Coding Summary Report
256
It‘s just like, we are a very competitive group; we are performance/results focused and oriented, and we really don‘t settle for anything less than what we‘ve been asked to deliver
Reference Character Range 5 - 6 0.41% Coverage 17174 - 17275
I think, secondly, you have to be very competitive to be in this business. You have to want to win.
Reference Character Range 7 0.81% Coverage 17731 - 17931
So, that competitive set, that competitive nature has to be a part of anybody who‘s going to be successful, and then again, just a good solid, positive attitude that I‘ve mentioned a number of times.
Reference Character Range 8 0.45% Coverage 21051 - 21163
I think you have to have the ‗can do‘ attitude to be that competitive piece that says, ―I‘m going to get it done
References Coverage
1 Free Nodes\Customer Orientation
Node Coding
0.53%
Reference Character Range 1 0.53% Coverage 16772 - 16903
So, I think first and foremost, characteristics that have to be prioritized or at the top of the list, it‘s just good people skills
References Coverage
4 Free Nodes\Ethical
Node Coding
1.82%
Reference Character Range 1 - 2 1.20% Coverage 8318 - 8615
Well, hopefully I‘ve set a good example in the areas of honesty and integrity. I think those are extremely important. You know, people have to believe in one another, they have to be able to look their associates in the eye, and know you
can trust them with their wallets and in family situations.
Reference Character Range 3 - 4 0.62% Coverage 19462 - 19615
Coding Summary Report
257
Honesty, I guess, would be at the top of the list. You want to be around people that you trust and have honesty and integrity as one of the same issue.
References Coverage
1 Free Nodes\Impatient
Node Coding
2.46%
Reference Character Range 1 2.46% Coverage 14389 - 14998
―My gosh, you‘re always on my ‗you know what‘‖, and my job is to be on their ‗you know what‘, and they‘re not
performing so we can get them at the level where they can get what they want out of the company, and the company is getting what they want out of that position. So, without getting particularly specific, as I look back on some of those
situations, I know now with the experience of hindsight and having gone through multiple scenarios like that, sometimes I could have been a little more patient. I‘m not a very patient man by nature, but I‘m not overly impressed
by what many of us do for a living.
References Coverage
2 Free Nodes\Learning Oriented
Node Coding
2.37%
Reference Character Range 1 1.88% Coverage 15472 - 15938
Yeah, yeah, and that‘s the value of being around some of the best people in the industry that I believe we have with our company. You see different styles, and you watch other people, and you discuss with other people similar situations and you say, ―Wow, that a pretty good darn idea.‖ I wish I would have known that then, but what you do is, you continue to
move forward, and you try to do be better each and every time one of those opportunities presents itself.
Reference Character Range 2 0.48% Coverage 21991 - 22111
You really learn by being around other managerial styles and picking off what you‘re seeing from your superior or peer,
References Coverage
2 Free Nodes\Motivate and Lead
Node Coding
0.67%
Reference Character Range 1 0.37% Coverage 10772 - 10864
So, it‘s that ability to kind of foster an environment that really breeds positive teamwork.
Reference Character Range 2 0.30% Coverage 12224 - 12298
Coding Summary Report
258
I direct, I support and I manage, I motivate, and I don‘t sell anything.
References Coverage
1 Free Nodes\Patient
Node Coding
0.60%
Reference Character Range 1 0.60% Coverage 14747 - 14895
I know now with the experience of hindsight and having gone through multiple scenarios like that, sometimes I could have been a little more patient.
References Coverage
3 Free Nodes\People Oriented
Node Coding
0.88%
Reference Character Range 1 0.23% Coverage 12802 - 12860
You need good people all around you to develop good plans,
Reference Character Range 2 0.33% Coverage 16316 - 16397
I think again, as I mentioned before, you have to start with good people skills.
Reference Character Range 3 0.32% Coverage 16905 - 16983
You‘ve got to be able to be the type of person that people want to be around.
References Coverage
1 Free Nodes\Planning
Node Coding
0.74%
Reference Character Range 1 0.74% Coverage 2605 - 2789
Coding Summary Report
259
In return, we are responsible for working with the Sales Department to give them the marketing plans that will best deliver what we‘re asking for as a company with our trading partners
References Coverage
2 Free Nodes\Relationship Oriented
Node Coding
2.15%
Reference Character Range 1 0.51% Coverage 4901 - 5027
Also, we are a very close-knit organization, so we do a lot of things together. We have an old saying, ―Iron sharpens iron.‖
Reference Character Range 2 1.64% Coverage 9294 - 9701
I think again, it‘s just a matter of, and I work very hard at, trying to make sure that they understand that, ―Hey, our company is nothing more than the people that make up our company, and let‘s be proud of one another, and support one another, and let‘s make sure that all the things that were working towards are kind of aligned with the goals and
expectations of what we expect of each other to deliver.
References Coverage
11 Free Nodes\Results Oiented
Node Coding
4.74%
Reference Character Range 1 - 2 0.68% Coverage 3824 - 3992
Well, obviously, we are a performance-based job company, so the most important role and responsibilities role is delivering the program of development of the business.
Reference Character Range 3 0.17% Coverage 4404 - 4447
. I‘m personally responsible for the number
Reference Character Range 4 0.95% Coverage 5973 - 6207
I guess the first case would be, we actually developed a special product line for customer AVC, which resulted in us increasing our business by over fifty percent on a very, very large base, working with one of our largest customers.
Reference Character Range 5 0.46% Coverage 7725 - 7839
Coding Summary Report
260
but just making the number year after year. We‘ve got twelve consecutive years now of exceeding our sales targets.
Reference Character Range 6 0.10% Coverage 11035 - 11059
a ‗find a way‘ attitude.
Reference Character Range 7 - 8 0.54% Coverage 11676 - 11810
we are performance/results focused and oriented, and we really don‘t settle for anything less than what we‘ve been asked to deliver.
Reference Character Range 9 - 10 1.29% Coverage 17175 - 17495
I think, secondly, you have to be very competitive to be in this business. You have to want to win. Again, being performance and results oriented, we know what the goal is. It‘s similar, in that some of my goals can be seen in some
of the coaching roles in some of the sports or what have you. You get paid for results.
Reference Character Range 11 0.55% Coverage 18197 - 18334
We‘ll get it done, but it starts with that person‘s ability to be able to say, ―I‘m not going to settle for anything less than success.‖
References Coverage
1 Free Nodes\Sales skills
Node Coding
0.17%
Reference Character Range 1 0.17% Coverage 2133 - 2174
Yes, my entire career has been in sales.
References Coverage
3 Free Nodes\Satisfaction through others
Node Coding
2.61%
Reference Character Range 1 0.48% Coverage 4448 - 4566
Coding Summary Report
261
but I‘m also personally responsible for the develop of the people who are delivering the sales plan to the customer.
Reference Character Range 2 0.70% Coverage 10597 - 10771
Yeah, I know that I don‘t sell one case of anything all year, and my team does all that selling, and for us to be successful, we‘ve got to, number one, want to be successful.
Reference Character Range 3 1.43% Coverage 18635 - 18988
As I mentioned to you, I‘m smart enough to realize I don‘t sell. If we have a ten million dollar sale go, I don‘t sell one dollar of that. So, it‘s my ability to get those people who do make those sales- train, develop, motivated, feeling good
about the plan, working well with, feeling great about the people who they‘re working with. That‘s what I do.
References Coverage
2 Free Nodes\Teamwork Oriented
Node Coding
2.90%
Reference Character Range 1 0.92% Coverage 5130 - 5358
we‘re going to learn from one another, so we do a lot of things, team-building-wise, developmental-wise to really give people the opportunity to learn, listen, grow, and again, to evaluate different managerial and sales styles.
Reference Character Range 2 1.98% Coverage 9857 - 10348
I really believe that a lot of the success that we‘ve enjoyed together as a team has been based on people who have come into our group who basically work well with that style. We‘ve got a lot of people who are in it for all the right
reasons. They‘re in it for the teamwork aspect. They understand, ―Hey, you can get a lot accomplished if you‘re not worried about who‘s going to get credit for it.‖ I guess to answer your question, ―What caused us to be particularly
effective?‖ would be ---
References Coverage
8 Free Nodes\Training & Developing Salespeople
Node Coding
6.81%
Reference Character Range 1 1.66% Coverage 3992 - 4404
I would put the development of the people working for me right up there with that, because, once again, the one thing I quickly realized from my time in the field working with various different managerial styles is that when you‘re a
regional business manager, you don‘t sell anything all year. You pretty much support all those who are carrying the sales book and are delivering the sales plan to the customers
Reference Character Range 2 0.45% Coverage 4454 - 4566
Coding Summary Report
262
‘m also personally responsible for the develop of the people who are delivering the sales plan to the customer.
Reference Character Range 3 1.75% Coverage 6906 - 7339
You know, I can‘t strip it down to one situation, one unique individual. The very thing I‘ve really been successful with and most proud of, is the way that my teams work with one another and interact with each other, and really kind of have that mentality of, ―Hey, I‘m not going to let you down, and you‘re not going to let me down‖, and we‘ve really
been very, very successful working together as a unit from one year to the next.
Reference Character Range 4 - 5 0.89% Coverage 7453 - 7673
but again, that whole development of the individual, and their knowledge of how important it is to work together as a team, is something I would consider to be an extremely successful situation for me through the years.
Reference Character Range 6 0.48% Coverage 13784 - 13903
by the simple definition of my role, I work with people to help them understand some of the shortcomings they may have.
Reference Character Range 7 0.88% Coverage 14441 - 14658
my job is to be on their ‗you know what‘, and they‘re not performing so we can get them at the level where they can get what they want out of the company, and the company is getting what they want out of that position
Reference Character Range 8 0.70% Coverage 18460 - 18633
Again, I think it‘s the most important thing that I do. Coaching embodies training development, and teaching, motivating, assisting, developing, all those different elements
Total References
Coverage
57
Total Users
2.17%
2
Internals\MonicaFavia02 Document
References Coverage
2 Free Nodes\Adaptable
Node Coding
0.62%
Coding Summary Report
263
Reference Character Range 1 - 2 0.62% Coverage 28860 - 29065
You need to be adaptable; I mean, this job inspires every single day, and that‘s just the way it works. Nothing ever goes the way you expect it to go. You need to have a tremendous amount of adaptability.
References Coverage
6 Free Nodes\Coaching
Node Coding
3.37%
Reference Character Range 1 0.81% Coverage 4454 - 4722
Under my direction, there were a lot of different lieutenants under me, so I would get down and work with them, and I would spend a day especially with my key account managers, the people calling on my largest customers. I‘d work
them quite often. I‘d ride with them,
Reference Character Range 2 0.58% Coverage 10864 - 11056
―Hey, talk to me. I‘m here to help you and to serve you instead of vice versa. What can I do to better serve you?‖ I looked at them as I was to serve them, and they weren‘t there to serve me.
Reference Character Range 3 0.70% Coverage 12091 - 12324
I understood the whole idea of it, inspiring and motivation that you have to have fun. You‘ve got to make it fun for the people. You have to let them enjoy their job. If they don‘t enjoy their job, they‘re not going to be successful.
Reference Character Range 4 0.39% Coverage 13592 - 13723
You have to make it challenging; you have to challenge them and push them, but at the same time you reward them, and recognize them
Reference Character Range 5 0.22% Coverage 27859 - 27931
You need to have the behavior and ability to impact and convince others.
Reference Character Range 6 0.67% Coverage 28635 - 28858
Coding Summary Report
264
You have a service orientation. As a leader, you‘re serving them, not vice versa. Most managers don‘t understand that; they think that, ―You work for me. You serve me.‖ But, to be a good leader, it‘s really the other around
References Coverage
3 Free Nodes\Communication & Listening
Node Coding
1.56%
Reference Character Range 1 0.51% Coverage 9597 - 9766
I always had an ability to connect with people and connect with customers, and with sales, it‘s very, very important to always remember that you‘re dealing with people.
Reference Character Range 2 - 3 1.05% Coverage 10630 - 10978
Well, I think you hit upon the key word, and that was to listen. When I went in, I didn‘t go in and say, ―I‘m the sheriff in town. I did go in listening, and I took all my key managers out to dinner one by one individually, and said, ―Hey, talk to
me. I‘m here to help you and to serve you instead of vice versa. What can I do to better serve you?‖
References Coverage
3 Free Nodes\Confident
Node Coding
2.01%
Reference Character Range 1 1.13% Coverage 22080 - 22456
I didn‘t really have any confidence in myself in terms of pushing back to this manager who wasn‘t a good manager,
and who wasn‘t a strong leader. So, I didn‘t do much. I kind of sat back and was more tactical, and I just went and put in my eight hours every day, and when I went home, I was discouraged, and instead of being part of the solution, I
became part of the problem
Reference Character Range 2 0.42% Coverage 25566 - 25707
That‘s something that you have to have enough confidence in yourself that you can tactfully approach that situation and try to correct it.
Reference Character Range 3 0.46% Coverage 30581 - 30733
Courage is important to make decisions, and I talk about sometimes, I didn‘t have courage to make some decisions and later on, I did have the courage.
Coding Summary Report
265
References Coverage
4 Free Nodes\Customer Orientation
Node Coding
4.89%
Reference Character Range 1 1.59% Coverage 4703 - 5230
I‘d ride with them, and of course, the customers got to know me, because I‘d go in with the account manager, and they‘d get to know me. Once they‘d get to know I was the top guy, then of course, when things went wrong, they‘d say, ―I want to talk to John. Bring John in.‖ So, you get to know the customers well, and while I wasn‘t actively selling, when
I get into the call, what typically happens is they want to talk to me, and it winds up that I‘m doing the selling or they‘re always going to refer to the top guy in the room
Reference Character Range 2 0.90% Coverage 5374 - 5674
So, I still was selling through a few people, but I still did an awful lot of interaction. I had a very good customer relationship, and that was one of my things that I insisted on, that I would get out to the customers on a regular basis.
They knew me, and then I could deal with them first hand.
Reference Character Range 3 1.74% Coverage 9557 - 10136
With my relationship with the customers, I always had an ability to connect with people and connect with customers, and with sales, it‘s very, very important to always remember that you‘re dealing with people. It‘s not always black and white when you‘re dealing with numbers, and not always about strictly numbers and profit margins, how much money
you make for them, and how many cases you‘re going to sell, which is still connecting with people, and I always understood that. I worked really hard to connect with them as a person first, and hopefully the business would follow.
Reference Character Range 4 0.66% Coverage 29730 - 29949
I don‘t know if you understand customer management, you have to understand that they think, ―What‘s in it for me‖, because they only understand what‘s in it for them. The customer only cares about what‘s in it for them.
References Coverage
6 Free Nodes\Empathetic
Node Coding
4.38%
Reference Character Range 1 0.16% Coverage 13904 - 13957
I had to remind myself to put myself in their shoes,
Reference Character Range 2 - 3 1.68% Coverage 13958 - 14516
You should have empathy towards them and be very empathetic to their situation., what‘s going on in their lives, and if you know that, you have to ask questions about what‘s going on. You have to take an interest in them. Even if you
don‘t know what‘s going on, you have to let them think you do, and ask them questions, and get involved in their lives. That‘s going to give them a sense of, ―This person cares about me, and this person wants to see me succeed, and this
person is here to help me, and he is truly serving me instead of the other way around.
Coding Summary Report
266
Reference Character Range 4 1.42% Coverage 14649 - 15120
―Well, I‘m going to talk to Steve in a couple of minutes, and I‘ll talk to Bob in a couple of minutes. You think about what are his interests, and what can I do to get him onboard with me and understand that this is a big challenge, a big hill
we‘ve got to climb, but we‘ve got to hit this goal, and I‘ve got to get him to buy into it, and I have to say, ―What am I going to do to do that? How am I win him over, and how can I get him to support me in meeting this goal?
Reference Character Range 5 0.75% Coverage 17638 - 17887
you begin to realize that different people have different gifts. Not all people were given the gift to become managers and lead. They were going to be good at what they do, and be good professional sales people, but they weren‘t ever
going to lead.
Reference Character Range 6 0.37% Coverage 21733 - 21855
I wasn‘t empathetic to their talent. I wasn‘t empathetic to their skill level. I wasn‘t empathetic to the pace of the sale
References Coverage
3 Free Nodes\Empower salespeople
Node Coding
1.91%
Reference Character Range 1 0.28% Coverage 11216 - 11308
I think they kind of bought in to me. I listened to them, and then I kind of empowered them
Reference Character Range 2 0.70% Coverage 11338 - 11570
I‘m going to trust your judgment. I‘m going to assume that you have the skills and talent to do this job, and I‘m going to empower you to make decisions. We‘re going to make some mistakes along the way, but I‘m going to empower you.
Reference Character Range 3 0.94% Coverage 11605 - 11916
I encouraged them to be creative and step out of the box and take some risks, and I think they were very reluctant,
especially in New York, because everything had to go through the manager there, and they had to clear everything first, and I said, ―We‘re not going to do that any more, I want you to take risks.
References Coverage
1 Free Nodes\Ethical
Node Coding
0.71%
Coding Summary Report
267
Reference Character Range 1 0.71% Coverage 29065 - 29300
You have a lot of energy. It‘s a job that you sit there, and you have twenty-five people that you need to call back. When I was running the New York team, I had eighty emails a day and twenty calls a day, and I still had to do my job.
References Coverage
2 Free Nodes\High Energy
Node Coding
2.55%
Reference Character Range 1 1.61% Coverage 16739 - 17274
Well, the first one my first management job, and I went to Memphis, Tennessee as a supervisor, coming out of the northeast kind of mentality and aggressive type personality and type A personality, and I went down there, and they‘re
running at thirty-three RPMs, and I was running at seventy-eight, and I didn‘t understand that. I really went down to become the boss and I had this old philosophy kind of like the Frank Sinatra song of ―We‘re Going to Do it My Way‖,
and I got a lot of push-back, because they weren‘t running at my pace
Reference Character Range 2 0.94% Coverage 29065 - 29378
You have a lot of energy. It‘s a job that you sit there, and you have twenty-five people that you need to call back. When I was running the New York team, I had eighty emails a day and twenty calls a day, and I still had to do my job. So,
you need to have a lot of energy just to push through and get the job done
References Coverage
2 Free Nodes\Impatient
Node Coding
1.93%
Reference Character Range 1 1.41% Coverage 15940 - 16408
Maybe, sometimes, I did lose my patience with the people if they weren‘t delivering, and I would scream and yell occasionally, and as I look back at it now, and say that I shouldn‘t have handled that situation that way, but at the
time, and in the heat of battle, I really wasn‘t getting the response I needed from him and I had to pry a little harder, and I went a little too deep, so there are always things like that that I would have handled a little differently,
Reference Character Range 2 0.52% Coverage 17930 - 18102
and I felt they should all be me, and they should all have my abilities and be able to see things the way I see them and be able to do things as I do them, and they didn‘t.
References Coverage
4 Free Nodes\Initiative
Node Coding
3.03%
Reference Character Range 1 1.61% Coverage 16739 - 17274
Coding Summary Report
268
Well, the first one my first management job, and I went to Memphis, Tennessee as a supervisor, coming out of the northeast kind of mentality and aggressive type personality and type A personality, and I went down there, and they‘re
running at thirty-three RPMs, and I was running at seventy-eight, and I didn‘t understand that. I really went down to become the boss and I had this old philosophy kind of like the Frank Sinatra song of ―We‘re Going to Do it My Way‖,
and I got a lot of push-back, because they weren‘t running at my pace
Reference Character Range 2 0.32% Coverage 24938 - 25043
You need to push back, you can‘t just accept a bad leader, kind of poisoning for the entire organization.
Reference Character Range 3 - 4 1.10% Coverage 28270 - 28635
I think you need to have the skill of initiatives. You need to be able to make things happen. Initiative is very important. In our job, you don‘t punch a clock; you pretty much work whatever it takes, from dawn until dusk or whatever it is,
but you need to get yourself up in the morning and get going and have that goal as you‘re targeting and work towards that.
References Coverage
1 Free Nodes\Intuitive
Node Coding
0.81%
Reference Character Range 1 0.81% Coverage 9766 - 10034
It‘s not always black and white when you‘re dealing with numbers, and not always about strictly numbers and profit margins, how much money you make for them, and how many cases you‘re going to sell, which is still connecting with
people, and I always understood that.
References Coverage
3 Free Nodes\Learning Oriented
Node Coding
3.23%
Reference Character Range 1 2.33% Coverage 26266 - 27041
No one ever sits down—they don‘t give you leadership training. There‘s no training on how to be a leader, and I think that‘s really interesting. We just didn‘t do that and learning from that. Just because one day you‘re a sales rep, learning
from that, and the next day you put on a manager or boss‘s hat. It doesn‘t mean you‘re a different person; you‘re still the same person you were a sales rep a day ago. Somebody has to sit and teach you, ―Let‘s talk about leadership. Let‘s
talk about management. Let‘s talk about inspiring people. Let‘s talk about motivating. Let‘s talk about empowering people. Let‘s talk about how to lead people. Let‘s talk about allowing them to take risks. Let‘s talk about reward, risk
and reward, and all those things that leadership is about.
Reference Character Range 2 - 3 0.89% Coverage 31082 - 31379
I guess the other thing I would say is you need to have a kind of learning orientation, too. You have to constantly be learning, and now that I‘m in a different role now, I understand it even more, but you have to constantly be growing
and challenging and growing yourself, investing in yourself.
Coding Summary Report
269
References Coverage
1 Free Nodes\Motivate and Lead
Node Coding
0.71%
Reference Character Range 1 0.71% Coverage 12090 - 12325
I understood the whole idea of it, inspiring and motivation that you have to have fun. You‘ve got to make it fun for the people. You have to let them enjoy their job. If they don‘t enjoy their job, they‘re not going to be successful.
References Coverage
3 Free Nodes\People Oriented
Node Coding
1.71%
Reference Character Range 1 0.51% Coverage 9597 - 9766
I always had an ability to connect with people and connect with customers, and with sales, it‘s very, very important to always remember that you‘re dealing with people.
Reference Character Range 2 0.12% Coverage 29446 - 29486
It‘s about people and being a role model
Reference Character Range 3 1.08% Coverage 29950 - 30309
If you understand that, you need to understand people management, and understand how that works. Those are things we talked about what turns people on, what is the button that pushes John, Bill, Mary or Sue? Everybody‘s different,
and everybody has different things that are going to inspire them and motivate them, so what is it? You need to understand that.
References Coverage
1 Free Nodes\Planning
Node Coding
0.32%
Reference Character Range 1 0.32% Coverage 10029 - 10135
that. I worked really hard to connect with them as a person first, and hopefully the business would follow
Coding Summary Report
270
References Coverage
4 Free Nodes\Problem solving
Node Coding
2.48%
Reference Character Range 1 0.75% Coverage 3142 - 3391
When you‘re managing a business, there‘s an awful lot of customers, a lot of responsibility, a lot of brands, and there are a lot of fires that go on every day, so I would say that my day-to-day task is being a fireman; I put out fires all day
long.
Reference Character Range 2 - 3 0.84% Coverage 3568 - 3847
and you spend all day long putting out fires and dealing with issues regarding a combination of people, brands, and corporate directions, so you have all these things, and typically, when things are going well, you don‘t hear too much,
when things aren‘t, you hear an awful lot.
Reference Character Range 4 0.89% Coverage 8629 - 8923
So, they gave me the green light to do that, and I brought in a tremendous amount of people from other parts of the country to come in and help me, and we completely turned it around there. We completely turned the culture around.
We completely turned around the relationship with our customers
References Coverage
1 Free Nodes\Product & Industry knowledge
Node Coding
0.54%
Reference Character Range 1 0.54% Coverage 12920 - 13100
You‘re not going to win in any team organization without talent around you, and that‘s whether it‘s sports, or business or whatever. You have to have talent, so that‘s number one.
References Coverage
5 Free Nodes\Results Oiented
Node Coding
1.48%
Reference Character Range 1 - 2 0.59% Coverage 2406 - 2601
The number one responsibility is to achieve corporate results about performance. Make no mistake about it, at least in the role I was in, we were running a team that was responsible for a number.
Reference Character Range 3 - 4 0.77% Coverage 27604 - 27859
Coding Summary Report
271
O.K., number one, I think you need to be results-focused, to be able to understand that your job is to hit numbers. There are no ifs, ands or buts about your job to achieve performance targets, and you need to be results-focused and
gearing towards that.
Reference Character Range 5 0.12% Coverage 28322 - 28363
You need to be able to make things happen
References Coverage
2 Free Nodes\Sales skills
Node Coding
0.63%
Reference Character Range 1 0.27% Coverage 5374 - 5464
So, I still was selling through a few people, but I still did an awful lot of interaction.
Reference Character Range 2 0.36% Coverage 29609 - 29728
You have to be able to sell a vision of what we‘re trying to achieve and how we‘re going to get there. That‘s important
References Coverage
7 Free Nodes\Satisfaction through others
Node Coding
4.93%
Reference Character Range 1 - 3 0.88% Coverage 2767 - 3058
I don‘t call on customers very much myself any more. Everything had to be done through other people. So, my job was to lead and develop and make sure they were capable of getting the numbers that I was in charge of getting, so I had
to do it through them. So, that was a very important role
Reference Character Range 4 1.53% Coverage 6805 - 7313
But, we developed a really great team, and at the time, the company kind of rated us each month and how each group was doing in sales versus a year ago. The Philadelphia team finished number one in the division for three straight years, and by achieving that, the entire management team and spouses were all given a one-week trip to Hawaii, so I went to Hawaii three straight years, because I had the number one team in the division and quite frankly, the number one team
in the country in one of those years
Reference Character Range 5 1.51% Coverage 8984 - 9485
Coding Summary Report
272
but it was very gratifying to see a team that was really floundering, and all of a sudden, turn around and do very, very well, and we actually supplanted Philadelphia as the number one team. So, actually, I was able to take the entire New York management team to Hawaii, and we had a very successful run. It was nice to go in and change culture, change people, change talent, change attitudes, change customer perceptions, change customer relationships, and that was
probably the most successful thing
Reference Character Range 6 - 7 1.02% Coverage 27932 - 28270
You need to be able to understand that you‘re doing it through other people, so you have to be able to develop and lead people and make sure you understand that, ―Hey, we‘re not to achieve any performance goals if I don‘t teach these
people how to do this or lead these people and inspire them and motivate them and teach and train them.‖
References Coverage
2 Free Nodes\Teamwork Oriented
Node Coding
0.86%
Reference Character Range 1 0.56% Coverage 7315 - 7500
So, it was just a great team and that would probably be my most successful—looking back at my team, we had just a phenomenal team and we exceeded our sales objectives every single year.
Reference Character Range 2 0.31% Coverage 13488 - 13590
You have to allow people to be individuals, but at the same time, you have to work with them as a team
References Coverage
7 Free Nodes\Training & Developing Salespeople
Node Coding
1.96%
Reference Character Range 1 - 2 0.21% Coverage 2698 - 2767
one. Number two, I would say, would be leading and developing others.
Reference Character Range 3 0.55% Coverage 12736 - 12919
Probably, the thing that I learned (1) that talent is key. You have to have talent, you have to find talent, develop talent and allow talent to prosper and grow, and let them develop.
Reference Character Range 4 - 5 0.42% Coverage 24607 - 24746
Coding Summary Report
273
You can never put a price on training. If the people are inexperienced, that‘s something that we do differently with young managers today.
Reference Character Range 6 0.26% Coverage 25937 - 26022
I would have liked to have been trained and had somebody tell me how to be a leader.
Reference Character Range 7 0.53% Coverage 28095 - 28270
Hey, we‘re not to achieve any performance goals if I don‘t teach these people how to do this or lead these people and inspire them and motivate them and teach and train them.‖
References Coverage
3 Free Nodes\Understand Cultural Differences
Node Coding
2.20%
Reference Character Range 1 0.57% Coverage 18891 - 19080
. That was my first time for leading, and no one had ever given me direction as to what I was coming into. I was seeing different cultures and personalities, so that was the mistake I made.
Reference Character Range 2 0.50% Coverage 21190 - 21355
no one taught me about the culture differences between the northeast and Tennessee and Arkansas and Louisiana and Mississippi, so I didn‘t really understand that. It
Reference Character Range 3 1.14% Coverage 24198 - 24576
So, what I learned was now with young managers, if a young manager is going into a new situations with different cultures, and they have maybe a type A personality, and they‘re going into a role where that‘s not the way the sales
people operate, that‘s not the mentality of the sales people, then we have to sit and talk to that new manager through that so they understand that
References Coverage
6 Free Nodes\Understand When to Take Action
Node Coding
4.80%
Reference Character Range 1 0.84% Coverage 3568 - 3846
Coding Summary Report
274
and you spend all day long putting out fires and dealing with issues regarding a combination of people, brands, and corporate directions, so you have all these things, and typically, when things are going well, you don‘t hear too much,
when things aren‘t, you hear an awful lot.
Reference Character Range 2 0.65% Coverage 8413 - 8628
I went on one premise, that they would let me bring in the talent that I knew to bring in, and they let me create a new culture and a new attitude. But, I needed to bring in people that I felt would help me do that.
Reference Character Range 3 - 4 0.82% Coverage 13100 - 13371
When you don‘t have talent, you have and make the hard decision to move on and let them go, and move them into roles where they‘ll be more successful, and quite frankly, tell them it‘s not going to work, and it‘s time for them to move
on to a different organization. That
Reference Character Range 5 1.00% Coverage 19177 - 19508
He was not a great leader, and he did a lot of things wrong, and I kind of sat back as a number two person, and I just allowed it to happen, and didn‘t step in and try to make things right. I kind of look back on those three years and this
person that was doing things wrong, such as stealing from the company and things like that.
Reference Character Range 6 1.51% Coverage 22898 - 23398
That would have been something I should have done – challenge people, put goals in front of people, give them goals or lay out goals for them if they don‘t achieve the goals, and in the after action review, ask, ―Why didn‘t you achieve
the goal?‖, have a debrief on it, and then we could have started a path to say, ―O.K., we‘ve done this for four straight quarters, and you‘ve missed your goal for four straight quarters; we‘ve had four straight sit-downs, it‘s time to think
about other options.‖ I
Total References
Coverage
82
Total Users
2.14%
2
Internals\MonicaFavia03 Document
References Coverage
1 Free Nodes\Analytical
Node Coding
1.07%
Reference Character Range 1 1.07% Coverage 6924 - 7264
So, that would be the first step of objective setting. The second step was logical dissemination of the information and making sure your presentation has kind of a logical flow to it, that it‘s sequential, that you‘re leading the buyer down
the logical path, and why your proposal is going to benefit them, and that they should support it.
Coding Summary Report
275
References Coverage
1 Free Nodes\Boundary Spanning
Node Coding
0.71%
Reference Character Range 1 0.71% Coverage 4347 - 4573
So, as a sales manager, you want to make sure that people are informed, that you‘re chunking their jobs down into manageable into bite-sized parts, and that they‘re focused on those things when they need to be focused on them.
References Coverage
12 Free Nodes\Coaching
Node Coding
7.97%
Reference Character Range 1 - 2 0.48% Coverage 9038 - 9191
and then coaching, helping people realize that they can solve the problem themselves, that there‘s a path that we can follow to get the results we need.
Reference Character Range 3 0.36% Coverage 9530 - 9644
just constantly coaching them like, ―How are you doing with your objectives? How are you going to get that done?‖
Reference Character Range 4 2.15% Coverage 11894 - 12577
So, that situation required me to say, ―Hey, the preparation was awesome. All your materials look good, your numbers look good, I know how much energy you put into that, but I think the thing we learned from today‘s experience was
that you can never go into a sales presentation with not having rehearsed how this is going to unfold. So, you have to
push your planning process forward even more, so you have time to get all the materials prepared, and then think through the logic of what you want to say and how you‘re going to say it, and be able to engage your buyers in a
discussion and not just download a bunch of facts that, at the end of the day, we didn‘t achieve anything.‖
Reference Character Range 5 0.98% Coverage 16801 - 17114
from a sales manager‘s standpoint, being able to put the person‘s plan up against that lens of experience in reasonables, and help them maybe, pose a few questions or ideas on how they can perhaps re-approach that, or things
they can think about or different ways of communicating the opportunity to the buyer.
Reference Character Range 6 0.53% Coverage 22999 - 23168
Coding Summary Report
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Can you actually identify when somebody is struggling with one of those isolated skill, and can you call them out and talk to them about it and how you would handle it?
Reference Character Range 7 - 8 1.19% Coverage 23640 - 24019
Yeah, and the other thing is the coaching framework. This whole idea of, how do you help somebody realize that they have the ability to do something they don‘t think they can do? We follow a calm and coaching framework, kind of a
‗grow‘ framework, ―What is the situation essentially, and what are the hurdles, and how are we going to attack it, and what‘s our plan going forward?
Reference Character Range 9 0.32% Coverage 26324 - 26425
I should have sat with this individual and said, ―Tell me about your plan; what are you going to do?‖
Reference Character Range 10 1.00% Coverage 26580 - 26897
I could have said, ―Listen, this is what I want you to do. I want you to be very clear about these half dozen things. I want you to set this up very carefully as you go through the numbers with everybody. That could have been very
helpful in preparing him for the discussion, and that would have been the best thing.
Reference Character Range 11 0.76% Coverage 28332 - 28575
Whenever we‘re confronted with a challenging task, until we figure it out and get ourselves organized around it, we might think that it‘s too hard to achieve. But a manager is going to sabotage the team‘s results, if they‘re too
understanding.
Reference Character Range 12 0.20% Coverage 29324 - 29388
Help them understand how to pull the skills together to do well.
References Coverage
4 Free Nodes\Communication & Listening
Node Coding
1.48%
Reference Character Range 1 - 2 0.61% Coverage 13527 - 13721
Well, it‘s the fundamental skills of any sales person, the basic skills in the basic toolbox, the whole idea of listening carefully, being able to listen, and hearing what your buyer is saying.
Coding Summary Report
277
Reference Character Range 3 - 4 0.87% Coverage 14263 - 14539
Listen carefully to their responses, and playing back those responses, and listening for those cues, that if you‘re properly prepared, you‘ll be able to capitalize on to demonstrate that your proposal has a benefit to them. So,
questioning and listening is pretty critical.
References Coverage
1 Free Nodes\Competitive
Node Coding
0.79%
Reference Character Range 1 0.79% Coverage 3749 - 3999
You know we celebrate our wins. We have a ‗can-do‘ attitude. Our job isn‘t to rationalize the marketing plan that our brain groups give us to promote our products, but it is to achieve that plan, and to do that, you have to have a positive
attitude.
References Coverage
3 Free Nodes\Confident
Node Coding
1.16%
Reference Character Range 1 0.09% Coverage 3781 - 3810
We have a ‗can-do‘ attitude.
Reference Character Range 2 - 3 1.07% Coverage 7463 - 7804
You have to, first of all, have an ego, you can‘t be so fragile that any kind of rejection that you get or hurdle that is thrown in front of you is going to derail you and stop you from proceeding, so not an arrogant kind of ego, but a
dynamic kind of ego that is, ―What am I learning from this? How do I regroup and improve next or later?‖
References Coverage
1 Free Nodes\Customer Orientation
Node Coding
2.27%
Reference Character Range 1 2.27% Coverage 15536 - 16258
So, the worst thing that you could do in our industry is to oversell a buyer and hang him with a bunch of inventory that they don‘t want. Most sales people are pretty sensitive to that, so they try not to do that. Sometimes they do though, and sometimes they create a sales plan that is overreaching and not really within the parameters of reasonableness.
Being able to identify that, what are you asking them to do? How fast are you asking them to do that? How difficult is it for this retailer to actually execute your proposal? Are there a lot of moving parts? Are we going to be able to do that? What kind of support do you need from your company to make sure that sale‘s objective is met, and that customer is
happy?
Coding Summary Report
278
References Coverage
7 Free Nodes\Empathetic
Node Coding
4.61%
Reference Character Range 1 - 3 1.22% Coverage 7804 - 8193
The second thing you need to have is empathy. Particularly sales people, you have to have a keen sense of what your buyer is feeling. You have to be able to anticipate and respond and react and redirect your conversation, based on both
the verbal and non-verbal dialogue you‘re having with your buyer. Sometimes the non-verbal communication is more important than the verbal communication.
Reference Character Range 4 0.45% Coverage 21316 - 21460
You have to read your audience. I don‘t think they wanted bubblegum; I think they wanted effective, energetic logic or something of that nature.
Reference Character Range 5 0.45% Coverage 24238 - 24380
When you‘re having conversations with people about their skills or about their business results, you have to understand who you‘re talking to.
Reference Character Range 6 1.77% Coverage 24382 - 24945
think we tend to size up people as a complete package versus understanding that they may be good at some things, but not so good at other things, and the way we talk to people, if we understand that, is much different. If we recognize
that they are not as strong in a particular area, then the manager needs to be a little more directive about what they want them to do, and that feels good to the person receiving it, because if you don‘t know how to do something, having
a manager that recognizes that and gives you specific directions, it‘s very comforting.
Reference Character Range 7 0.72% Coverage 25328 - 25557
So, it‘s being able to understand what a person‘s really good at, get out of their way on those things, and where they need help, be willing to step up and be a little bit more assertive in the way you manage them on those tasks
References Coverage
3 Free Nodes\High Energy
Node Coding
0.43%
Reference Character Range 1 0.27% Coverage 3046 - 3132
Sales people by nature tend to be energetic, outgoing, very comfortable around people.
Coding Summary Report
279
Reference Character Range 2 - 3 0.16% Coverage 3268 - 3318
We tend to be outgoing and with a lot of energy.
References Coverage
1 Free Nodes\Impatient
Node Coding
0.72%
Reference Character Range 1 0.72% Coverage 20206 - 20436
. It‘s those intra-personal conversations sometimes that can be problematic. Typically, managers are pretty good in front of groups, because they lean in that direction, but sometimes the individual interactions can be problematic
References Coverage
1 Free Nodes\Intuitive
Node Coding
0.81%
Reference Character Range 1 0.81% Coverage 7938 - 8196
You have to be able to anticipate and respond and react and redirect your conversation, based on both the verbal and
non-verbal dialogue you‘re having with your buyer. Sometimes the non-verbal communication is more important than the verbal communication.
References Coverage
1 Free Nodes\Learning Oriented
Node Coding
0.11%
Reference Character Range 1 0.11% Coverage 12086 - 12120
we learned from today‘s experience
References Coverage
3 Free Nodes\People Oriented
Node Coding
1.97%
Reference Character Range 1 0.25% Coverage 3190 - 3269
Coding Summary Report
280
If you don‘t like people, then you‘re probably picking the wrong career path.
Reference Character Range 2 0.72% Coverage 20208 - 20438
It‘s those intra-personal conversations sometimes that can be problematic. Typically, managers are pretty good in front of groups, because they lean in that direction, but sometimes the individual interactions can be problematic.
Reference Character Range 3 1.00% Coverage 20848 - 21165
I tended to focus the feedback on the personality, and that‘s always a recipe for disaster, because you focus on the person versus the business. You do that a few times, and you realize, ―Wow, I hurt their feelings. They‘re working really
hard, and I just took the wind out of their sail, because they came across--‖
References Coverage
3 Free Nodes\Planning
Node Coding
2.54%
Reference Character Range 1 0.36% Coverage 1361 - 1474
I‘ve been in charge of developing our sales training strategy for the sales organization for all of this U.S.A.
Reference Character Range 2 1.08% Coverage 5606 - 5951
What is your objective? We talk about that quite a lot. Do you have clarity of purpose? Do you know what you want your buyer to do? How would you walk them through that? If you could script this yourself, what would you want that
buyer to do exactly, not vaguely, but exactly? That‘s number one, being clear about that, setting good objectives.
Reference Character Range 3 1.10% Coverage 12227 - 12577
So, you have to push your planning process forward even more, so you have time to get all the materials prepared, and then think through the logic of what you want to say and how you‘re going to say it, and be able to engage your
buyers in a discussion and not just download a bunch of facts that, at the end of the day, we didn‘t achieve anything.‖
References Coverage
2 Free Nodes\Problem solving
Node Coding
1.09%
Reference Character Range 1 0.70% Coverage 3999 - 4222
Coding Summary Report
281
You have to figure out ways to problem-solve and work around the hurdles, not only the hurdles that are set up internally within our company, but also the hurdles that are external, that our customers set up in front of us.
Reference Character Range 2 0.39% Coverage 28896 - 29020
We have to get to the top of that hill, and we have to figure out a way around all the problems, and we have to get it done.
References Coverage
1 Free Nodes\Relationship Oriented
Node Coding
0.17%
Reference Character Range 1 0.17% Coverage 3632 - 3687
sales is about building up relationships with customers
References Coverage
6 Free Nodes\Results Oiented
Node Coding
3.02%
Reference Character Range 1 - 2 1.06% Coverage 1757 - 2093
Sure. The number one objective for any sales manager is to meet the company objectives. First and foremost, make
sure that the team that is under my responsibility, that I work with collectively, achieves whatever the expectations are for the corporation, whatever we need to do to insure that our business plan is achieved or exceeded.
Reference Character Range 3 0.53% Coverage 5883 - 6052
That‘s number one, being clear about that, setting good objectives. We‘ve had an objective study protocol in place for a long, long time called Smart Objective Setting,
Reference Character Range 4 0.43% Coverage 18936 - 19072
So, the learning from that was we cannot get lowered into these attractive revenue programs that erode our profit margins as a company.
Reference Character Range 5 - 6 1.00% Coverage 28576 - 28895
Coding Summary Report
282
Again, in the business world, results really matter. Best efforts are expected every day, but that‘s not enough for a person to be considered successful, if they‘re not getting results. They have to get results. So, the sales manager‘s job
is to always make sure that the folks know that the task is to ‗take the hill.‘
References Coverage
2 Free Nodes\Sales skills
Node Coding
1.55%
Reference Character Range 1 0.98% Coverage 815 - 1127
. I‘ve pretty much covered all the sales functions with our company, from the entry-level sales representative calling on
the grocery stores and working with the store-level personnel to merchandise my company‘s products to managing people that do that handling headquarter sales calls with these retail partners
Reference Character Range 2 0.57% Coverage 8655 - 8835
Well, following that train of thought, the first thing is a thorough understanding of what is required, the roles, processes, and the tools you need to be a successful sales person
References Coverage
1 Free Nodes\Teamwork Oriented
Node Coding
0.78%
Reference Character Range 1 0.78% Coverage 1845 - 2094
First and foremost, make sure that the team that is under my responsibility, that I work with collectively, achieves
whatever the expectations are for the corporation, whatever we need to do to insure that our business plan is achieved or exceeded.
References Coverage
6 Free Nodes\Training & Developing Salespeople
Node Coding
5.58%
Reference Character Range 1 0.68% Coverage 2370 - 2586
to work with each individual separately on their abilities to make sure that they‘re developing professionally and can handle the current responsibilities under their job role, as well as prepare them for the future.
Reference Character Range 2 0.63% Coverage 8837 - 9036
Coding Summary Report
283
Experience, having done that, the first thing is a thorough understanding and being able to identify when there is an unclear objective, and being able to train an individual on how to do that better
Reference Character Range 3 1.04% Coverage 9191 - 9521
So, in sight of training, being able to show a person specifically how to do it, being able to demonstrate it for them, being able to provide feedback and critique their steps, being able to set up a plan for them to work on these isolated
skills over a period of time, and then revisit with them to make sure they‘ve mastered it,
Reference Character Range 4 0.46% Coverage 14114 - 14261
We teach the fundamentals of asking questions, planned questions that will steer your buyer toward your objective, but in a very conversational way
Reference Character Range 5 2.24% Coverage 22696 - 23408
This idea of training: Do you understand the job? Can you train somebody to do a specific skill, because selling is a series of many processes that a person undertakes to be successful? Do you understand what those individual
processes are - objective setting, presentation skills, handling objections? Can you actually identify when somebody is struggling with one of those isolated skill, and can you call them out and talk to them about it and how you would
handle it? The framework around it is, can you explain it, can you demonstrate it, can you encourage them to imitate it, and then can you regroup and consolidate? What did we learn here? That is really a universal kind of approach to
training a skill.
Reference Character Range 6 0.54% Coverage 26152 - 26323
Well, I didn‘t help him prepare for that presentation. As his supervisor, I should have, with all things being equal, at least a week or two before the actual appointment,
References Coverage
1 Free Nodes\Understand When to Take Action
Node Coding
0.13%
Reference Character Range 1 0.13% Coverage 20751 - 20792
In my eagerness to get immediate feedback
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61
Total Users
1.85%
2
Coding Summary Report
284
Internals\MonicaFavia04 Document
References Coverage
2 Free Nodes\Adaptable
Node Coding
1.07%
Reference Character Range 1 - 2 1.07% Coverage 12204 - 12382
I: You have to be positive. You have to be a positive influence; you have to be able to motivate and be able to adapt to different situations, because things change all the time.
References Coverage
3 Free Nodes\Boundary Spanning
Node Coding
6.74%
Reference Character Range 1 3.72% Coverage 8651 - 9271
So, I actually went to the Vice-President of our company, and we had a meeting and we were talking about all these ranks, and I said, ―You know what, ―That‘s great when you‘re number one, but sometimes the number thirty guy is working just as hard. So, instead of doing that, why don‘t we just publish everyone who exceeded their goals? Why
don‘t we make a list? People are smart; if they want, they can figure the rank themselves. But, rather than number one and number two, and someone who is number fifty, why don‘t we just say, ―These people reached the large percent of
their goal,‖ and then just list their names.
Reference Character Range 2 1.72% Coverage 13785 - 14072
And, the other thing is, make sure that everyone knows the positives of people. Even if I‘m at a managers‘ meeting, like having dinner with three or four other managers that night, I‘ll take the opportunity to talk good about my people, how
good they are, what their success stories are.
Reference Character Range 3 1.30% Coverage 15257 - 15473
I‘ve spoken to our director and said, ―This is what I do: You give me a number. If we make it, then our whole team wins. If we don‘t, none of us wins.‖ And that‘s how I think it‘s extremely important. I really do.
References Coverage
7 Free Nodes\Coaching
Node Coding
8.97%
Reference Character Range 1 - 2 1.76% Coverage 2869 - 3163
Coaching is extremely important. Usually, when someone is brand new, you really direct them as to what to do, and over time, you see that they pick things up on their own, and then it becomes more of a coaching thing, kind of
suggesting, kind of pushing them towards what they should be doing.
Coding Summary Report
285
Reference Character Range 3 1.37% Coverage 3722 - 3951
you try to figure out the directions in which they‘re going, and you suggest to them a couple different directions, see what they want to choose, and you try to give them the path to get to the direction where they want to be.
Reference Character Range 4 1.67% Coverage 5350 - 5628
Giving them that responsibility, helping them to actually sell using their own style, not my style, because everybody is different. If you try to copy selling someone else‘s style, it‘s never going to work for you, so you‘ve got to use your
style, allowing them to make mistakes
Reference Character Range 5 1.03% Coverage 5630 - 5802
You can‘t harp on somebody if they‘re trying, and they make a mistake. If they‘re not trying, then that‘s a different story. But, if they‘re trying, just help them along. I
Reference Character Range 6 1.55% Coverage 7301 - 7559
I learned that people really want to succeed; most people really want to succeed; they really want to be successful
people. They just really needed to be guided; they need to be directed; they need to be motivated; they need to know when they did a good job.
Reference Character Range 7 1.58% Coverage 13211 - 13475
Yeah, you coach them, and you also give them a little additional responsibilities. You also let them present at meetings. Maybe you‘ll allow them to work with other people so that they can show their strengths to other people, so they can
learn from other people.
References Coverage
1 Free Nodes\Competitive
Node Coding
0.99%
Reference Character Range 1 0.99% Coverage 7077 - 7242
It‘s a very competitive nature. You always want to succeed. You always want to win. You always go after results. I would say that being competitive is probably it.
References Coverage
1 Free Nodes\Confident
Node Coding
0.37%
Coding Summary Report
286
Reference Character Range 1 0.37% Coverage 12207 - 12268
You have to be positive. You have to be a positive influence;
References Coverage
1 Free Nodes\Empathetic
Node Coding
1.50%
Reference Character Range 1 1.50% Coverage 12610 - 12860
think it‘s very important to be positive, to be understanding, never to embarrass anyone. If you have to talk to somebody about something negative, you do that in private. You don‘t do it in a meeting in front of other people, that
kind of stuff.
References Coverage
1 Free Nodes\Learning Oriented
Node Coding
0.58%
Reference Character Range 1 0.58% Coverage 5801 - 5898
I also like to put people who aren‘t successful with other people, so they can see how they work.
References Coverage
1 Free Nodes\Product & Industry knowledge
Node Coding
0.28%
Reference Character Range 1 0.28% Coverage 5122 - 5169
First of all, make sure they know all products
References Coverage
3 Free Nodes\Relationship Oriented
Node Coding
3.69%
Reference Character Range 1 0.83% Coverage 6597 - 6735
Coding Summary Report
287
So, you have to rely on other managers to help, not only for their team to reach their goal, but to allow them to work with your people.
Reference Character Range 2 - 3 2.86% Coverage 9305 - 9782
Also, we have team meetings, probably every six weeks. I always make sure there‘s something fun to do at the meeting, because a lot of times, it‘s overnight. So, I also make sure that we go to dinner as a team. You know, we try to do something fun, not really crazy and expensive or bowling. We had a karaoke one time, which was a blast, that kind of stuff. We try to get, I play a lot of ball, kind of a locker room mentality, to try to get to know the people you
work with.
References Coverage
5 Free Nodes\Results Oiented
Node Coding
2.58%
Reference Character Range 1 - 2 1.52% Coverage 4051 - 4304
First of all, results are extremely important. You want to make sure that you reach your team goal, and we do that every year, and you want to show every individual on your team meets their individual goals that they‘re assigned.
That‘s very important.
Reference Character Range 3 0.57% Coverage 8194 - 8289
If you have sales goals, and you look who‘s number one on the team reaching their sales goals.
Reference Character Range 4 - 5 0.49% Coverage 12383 - 12464
You have to be very results-focused, because that‘s really what you‘re based on.
References Coverage
6 Free Nodes\Satisfaction through others
Node Coding
6.43%
Reference Character Range 1 0.74% Coverage 4304 - 4427
The other thing is I was able to get more people promoted on the list for several years, and that was very important to me.
Reference Character Range 2 1.57% Coverage 4783 - 5045
Coding Summary Report
288
I feel very proud that I was able to get many people promoted that were not on the Managers‘ Program, but I was able to coach them and direct them, even though they were not put on the Managers‘ Program out of college. So, that to
me, was a huge accomplishment.
Reference Character Range 3 2.05% Coverage 7687 - 8029
You have to kind of share their successes, not only among your team, but throughout the entire company. We have a really good system, once a month, as a matter of fact, we can send in success stories from our teams, and it gets
published on our website, so anyone in the company can look up and see what certain people‘s accomplishments were.
Reference Character Range 4 0.45% Coverage 14205 - 14280
It‘s very important to ‗talk up‘ your people that deserve to be ‗talked up‘
Reference Character Range 5 0.22% Coverage 14737 - 14773
You try to get good people promoted,
Reference Character Range 6 1.40% Coverage 15732 - 15965
There‘s nothing better than getting somebody where they want to be, whether it be promoted, whether it gets someone to a different division of the company, if that‘s what they prefer to do, it‘s just a great feeling. It really is.
References Coverage
2 Free Nodes\Support Reps
Node Coding
2.03%
Reference Character Range 1 1.28% Coverage 2392 - 2606
Actually, the most important thing is preparing your people to succeed, preparing them to meet their individual goals and their team goals, and to develop them so they can get promoted and move on with the company.
Reference Character Range 2 0.75% Coverage 13208 - 13333
I: Yeah, you coach them, and you also give them a little additional responsibilities. You also let them present at meetings.
Coding Summary Report
289
References Coverage
3 Free Nodes\Teamwork Oriented
Node Coding
6.13%
Reference Character Range 1 1.28% Coverage 2392 - 2606
Actually, the most important thing is preparing your people to succeed, preparing them to meet their individual goals and their team goals, and to develop them so they can get promoted and move on with the company.
Reference Character Range 2 1.60% Coverage 9516 - 9782
You know, we try to do something fun, not really crazy and expensive or bowling. We had a karaoke one time, which was a blast, that kind of stuff. We try to get, I play a lot of ball, kind of a locker room mentality, to try to get to know
the people you work with.
Reference Character Range 3 3.25% Coverage 14934 - 15475
Everybody has individual goals, but you have to think of the team, and I even run contests; we have a lot of sales contests, maybe the top two people in a division or the top two people on a team or whatever. I always sit my team
down and say, ―We‘re not participating in this. What we‘re doing is we‘re doing it our way.‖ I‘ve spoken to our director and said, ―This is what I do: You give me a number. If we make it, then our whole team wins. If we don‘t, none of us
wins.‖ And that‘s how I think it‘s extremely important. I really do.
References Coverage
3 Free Nodes\Training & Developing Salespeople
Node Coding
2.21%
Reference Character Range 1 0.92% Coverage 1985 - 2138
I actually go to the account myself with the account managers to help them with their sales presentations and making the pictures and all of that stuff.
Reference Character Range 2 - 3 1.29% Coverage 2392 - 2607
Actually, the most important thing is preparing your people to succeed, preparing them to meet their individual goals and their team goals, and to develop them so they can get promoted and move on with the company.
References Coverage
1 Free Nodes\Understand When to Take Action
Node Coding
4.05%
Reference Character Range 1 4.05% Coverage 10019 - 10694
Coding Summary Report
290
Probably, the hardest part of this job is when someone is not meeting their expectations and not trying, and you have to get rid of them. As much to me, to be an effective leader and an effective manager, you want to make people better. You do your best to make them better, but there comes a point when you realize that if they‘re not getting any better,
and they‘re trying, you can kind of live with that, because you can find something else for that person to do
somewhere in the company, but when you know they‘re not trying, and they just don‘t care, and they want to get a free pass, that‘s when you have to take action; you have to either fire them or coach them out.
Total References
Coverage
40
Total Users
3.17%
2
Internals\MonicaFavia09 Document
References Coverage
1 Free Nodes\Customer Orientation
Node Coding
1.92%
Reference Character Range 1 1.92% Coverage 20085 - 20530
The customers are happy that the manager is out there calling on them. They feel that it‘s safer and it has more influence on it than if the manager is out there dealing with them, and they know that they‘re important. So, obviously, for your very important accounts and everything, you want to be one of the top sales people, even if you do have a lot
of sales people out there working for you, you still want to be dealing with the customers.
References Coverage
2 Free Nodes\Empathetic
Node Coding
2.40%
Reference Character Range 1 - 2 2.40% Coverage 20530 - 21085
The third one would be, all this stuff aside, you‘re still dealing with people, with that compassion feel. The first thing I said to you today was, ―When you‘re dealing with people, you‘re dealing with real people with real problems. They may have problems at home that are affecting them at work, or vice versa, so you need to have that compassion to be able
to work through stuff like that. Good sales people and good employees can have real problems at work or at home or whatever, and it can all come back and affect the other parts of their lives.
References Coverage
1 Free Nodes\Empower salespeople
Node Coding
2.12%
Reference Character Range 1 2.12% Coverage 14414 - 14905
When I first started out, I had more and more people coming to me, asking me on more trivial, smaller matters on sales. Sometimes, I found that it works a lot better when I said, ―Well, you know, let‘s go with what you think on this
one, and let‘s trust in that.‖ Now, with your good people, at the time, it was the correct decision to make. At the time, I guess I was leaning more to that a little too much, and maybe I should have believed in that a little sooner, but now it‘s
helping.
Coding Summary Report
291
References Coverage
1 Free Nodes\People Oriented
Node Coding
1.97%
Reference Character Range 1 1.97% Coverage 1865 - 2321
By the way, my boss told me the day I started with the company, and you become a manager, you deal with people—it‘s not just work issues that you‘re dealing with when you become a manager, people have personal lives that affect things at work, and work can affect them at home and vice versa. So, it‘s really-- you find yourself with not only the
easiest scenarios to deal with, but you find yourself dealing with having to help people with their issues.
References Coverage
3 Free Nodes\Planning
Node Coding
6.69%
Reference Character Range 1 4.67% Coverage 7967 - 9047
So, that‘s when it comes on the customers‘ side, I know this from just watching, and I know this from how our business has evolved in the last six or eight years. We really maintain true to our focus and have grown in the areas we want to grow. We have forfeited some business in areas where we don‘t want to grow. You need to pick our market and
go from there. We are really not an industrial supply house. Do I have customers that are industrial companies and things that we sell to? Yeah, but I try to spend eighty percent of our time with contractors and jobs and building when it comes to that. I think that‘s something that I‘ve really done well at over the past two years, maintaining that focus and that helps at a time like this, when you need to be more focused. In our business, it‘s not the best route to go, if you‘re
going out and ‗taking a shotgun approach‘ to it, and just going out after every little piece. You should go after what you‘re good at to make yourself the most profitable. On the customer side, I think that my best accomplishment, so far,
there.
Reference Character Range 2 1.53% Coverage 10384 - 10738
But, in both of those cases, it was the employee‘s bet that really may not have fit into the long-term plan. Essentially, those decisions are made with the long-term goal on it. I know there are short-term hardships in losing people like that,
but if you keep your eye on it five to ten years down the road, I think that makes it a lot more effective.
Reference Character Range 3 0.49% Coverage 19688 - 19802
So, that‘s being a good leader and a strong leader by keeping everybody informed and heading in that direction. In
References Coverage
2 Free Nodes\Relationship Oriented
Node Coding
3.45%
Reference Character Range 1 - 2 3.45% Coverage 4564 - 5362
what I would call my number one accomplishment, thus far, would be, and I‘ll operate on that. When I say that, I mean
forming relationships with the people that work for me. Four of the people that work for me have been there twenty-eight to thirty years. So, obviously, there can be some problems in transitioning a twenty-four year old manager into
that role. But, what I have always kept in mind for me is I came into a business where changes were needed in certain areas, and there are still some changes needed in some areas, and we are working on
Coding Summary Report
292
right now. One thing that I pride myself in is forming relationships with my core people, the people that I can see really growing the business five years down the road or ten years down the road and being able to transition new people, as
well.
References Coverage
3 Free Nodes\Results Oiented
Node Coding
2.25%
Reference Character Range 1 0.70% Coverage 6026 - 6189
Well, if you have core people, you have to get everybody believing in that. Your core people are the people believing in that goal of growing a profitable business
Reference Character Range 2 0.92% Coverage 15639 - 15851
I think that you need to make sure that you‘re keeping that goal in mind and go on out there and find some profitable business and trying not to let everything else eat you up, which I guess is the moral of that.
Reference Character Range 3 0.63% Coverage 19206 - 19352
Find good people to help you handle that daily stuff, but also you need to be able to be that link to keeping everybody‘s eye on that big picture.
References Coverage
1 Free Nodes\Sales skills
Node Coding
1.23%
Reference Character Range 1 1.23% Coverage 19800 - 20085
In a sales manager role, you have to be one of the best sales people there, even if I had two other outside sales people working for me, I would still be a well-known sales person at our bigger accounts or at our more important accounts,
because you want the manager involved in that.
References Coverage
1 Free Nodes\Satisfaction through others
Node Coding
1.06%
Reference Character Range 1 1.06% Coverage 1562 - 1807
but I really stress the part with employees being the most important, because if you surround yourself with good people, the people that can help you accomplish the second part of your important task there, which is building
profitable business.
Coding Summary Report
293
References Coverage
1 Free Nodes\Support Reps
Node Coding
0.80%
Reference Character Range 1 0.80% Coverage 10994 - 11179
The actions I would take with the core people that are, what I consider, good, that‘s just in rewarding them in what would be monetarily or anything else or just with a pat on the back.
References Coverage
1 Free Nodes\Training & Developing Salespeople
Node Coding
1.88%
Reference Character Range 1 1.88% Coverage 11683 - 12118
Now, the people that need some help in some areas and things like that, obviously it‘s more vigilant on my part, which obviously takes a lot of work and time sometimes, obviously you‘d think it was more productive to stand on the sales
side or find myself on that issue everyday, because it‘s like, ―You know, you need to do this or you can work with that employee productively or be without two more customers that day trying to sell.
References Coverage
1 Free Nodes\Understand When to Take Action
Node Coding
2.26%
Reference Character Range 1 2.26% Coverage 13699 - 14221
Yeah, I think that some issues with people, and obviously I didn‘t know this at the time starting out, but there are some
issues where you can‘t help some people. You need to make your decisions a little quicker on some issues, whether it be taking some responsibilities away from somebody and giving it to somebody else. You always wish you had acted quicker on certain issues, but I have found that, over the past two years, I have gotten better at that, but obviously,
hindsight is twenty-twenty when it comes to that.
Total References
Coverage
18
Total Users
2.34%
2
Internals\MonicaFavia10 Document
References Coverage
1 Free Nodes\Adaptable
Node Coding
0.54%
Reference Character Range 1 0.54% Coverage 10497 - 10566
Coding Summary Report
294
being able to adapt to the situation and being able to recognize that
References Coverage
2 Free Nodes\Coaching
Node Coding
6.69%
Reference Character Range 1 3.02% Coverage 4808 - 5196
Now, I‘ve got four of these that I can possibly pick up, and what I‘m trying to do is delegate these new ones that I‘ve
established to help these other reps gain more business for themselves and for the company. By doing that, I‘ve shown them that my opinion and my research were done, and it means something, and they had a great time, and now,
they‘re benefiting from my work with them.
Reference Character Range 2 3.67% Coverage 5426 - 5897
Because I needed something to get me started with them. If I was to just go in and start criticizing their sales, and saying, ―You‘ve been in decline for five years, as far as your sales go, and you just need to increase sales,‖ that would not have done anything, because it would not have helped them at all to develop the leads. This way they know where
they‘re going, and I don‘t tell them that, but I get them to believe that, and it‘s important to what I‘m doing.
References Coverage
2 Free Nodes\Communication & Listening
Node Coding
2.71%
Reference Character Range 1 - 2 2.71% Coverage 10219 - 10567
Communication skills would probably be the most important, because not being able to properly convey what you want
out of people, you tend to lose that. Communication, listening skills, being done with what you have told people to do and what people have brought up to you, and being able to adapt to the situation and being able to recognize that.
References Coverage
1 Free Nodes\Competitive
Node Coding
2.38%
Reference Character Range 1 2.38% Coverage 10568 - 10874
Diligence, because, like I said, there are so many certain failures on a given day that people may not give you longer or may not give you the time of day to do things, may not get to that first sales meeting. So, determination, work instill,
hard work can all be part of the foundation of a sales manager.
References Coverage
1 Free Nodes\Customer Orientation
Node Coding
2.06%
Coding Summary Report
295
Reference Character Range 1 2.06% Coverage 8448 - 8713
We go out and call on a number of different new customers each day, and we find that first impressions go a long way, and we may present ourselves the wrong way with that customer and lose that opportunity forever. I would say that it
could happen on a daily basis.
References Coverage
1 Free Nodes\Impatient
Node Coding
0.92%
Reference Character Range 1 0.92% Coverage 9614 - 9732
and so, maybe I didn‘t stay positive with him that day in the way I treated him, and now he‘s behind in his training.
References Coverage
2 Free Nodes\Learning Oriented
Node Coding
1.50%
Reference Character Range 1 0.83% Coverage 5965 - 6072
I‘ve tried to develop an opinion from what I‘ve learned so far, because there are so many different stages
Reference Character Range 2 0.67% Coverage 11526 - 11612
Now, I‘m giving myself a refresher course on a thing that I learned seven years ago.
References Coverage
2 Free Nodes\Planning
Node Coding
5.46%
Reference Character Range 1 2.65% Coverage 4467 - 4807
What I see right now in my industry is that the general printing industry has been declining, with the exception of the digital industry and the direct marketing industry, which has had increase in the past five years, which is the direct
opposite of where industry is going. I embrace this, and I develop leads for these types of programs.
Reference Character Range 2 2.82% Coverage 6312 - 6674
Coding Summary Report
296
I can track the personal sales from month to month, but with the economy the way it is right now, it‘s so sporadic that I can‘t even get a good feel of what sales came from where. I guess over a given time period, like trying to gauge the
leads I gave them, and see how those leads develop, then yeah, because I could see whether I succeeded or failed with that.
References Coverage
3 Free Nodes\Product & Industry knowledge
Node Coding
3.45%
Reference Character Range 1 - 2 1.31% Coverage 2278 - 2446
Most of these people coming out have never been in our industry before, which is the paper and printing industry. It‘s a lot of technical knowledge to learn about that,
Reference Character Range 3 2.14% Coverage 4467 - 4742
What I see right now in my industry is that the general printing industry has been declining, with the exception of the digital industry and the direct marketing industry, which has had increase in the past five years, which is the direct
opposite of where industry is going.
References Coverage
2 Free Nodes\Relationship Oriented
Node Coding
0.80%
Reference Character Range 1 - 2 0.80% Coverage 5196 - 5299
So, now I have a friendship with these reps, and now they are deeming something from my experience.
References Coverage
2 Free Nodes\Results Oiented
Node Coding
2.23%
Reference Character Range 1 1.35% Coverage 7526 - 7700
Then, I could then go back to my company and say, ―Since I have taken over this, we‘ve increased sales by ‗X‘, over the past so many months or years or whatever that may be.‖
Reference Character Range 2 0.88% Coverage 8166 - 8279
Coding Summary Report
297
Again, a very tangible thing is sales drop, gross profits drop, cost drops. That would be a very near failure.
References Coverage
1 Free Nodes\Satisfaction through others
Node Coding
1.31%
Reference Character Range 1 1.31% Coverage 7927 - 8095
Failure would be, again, losing the people I hire, seeing sales plummet of what I‘ve done and the people I‘ve hired, and I‘ve told people to take their time and effort.
References Coverage
3 Free Nodes\Training & Developing Salespeople
Node Coding
4.44%
Reference Character Range 1 1.54% Coverage 1434 - 1632
That‘s when we had the opportunity to hire some new sales reps. I was looked at to try to mentor and train and eventually take over as manager of these sales reps that they were trying to bring in.
Reference Character Range 2 1.67% Coverage 2578 - 2792
My challenge is that I try to keep them involved with the sales aspect in scrubbing client lists, developing leads, little things that will keep them in the sales end, while training them to sell for themselves.
Reference Character Range 3 1.24% Coverage 3382 - 3541
his training was progressing extremely faster than we expected, to be honest. He is probably two or three months ahead of schedule as far as his training goes,
Total References
Coverage
23
Total Users
2.65%
2
Internals\MonicaFavia11 Document
Coding Summary Report
298
References Coverage
4 Free Nodes\Analytical
Node Coding
0.67%
Reference Character Range 1 - 2 0.38% Coverage 17741 - 17822
you have to have a technical astuteness, and you have to have an analytical mind
Reference Character Range 3 - 4 0.29% Coverage 17964 - 18027
So, to be successful, you have to be friendly and analytical.
References Coverage
8 Free Nodes\Coaching
Node Coding
8.17%
Reference Character Range 1 - 2 0.43% Coverage 3266 - 3358
(3) The third task was actually coaching and mentoring the business development people.
Reference Character Range 3 2.13% Coverage 6311 - 6767
we have regularly scheduled team meetings, where we review everybody‘s progress with what they‘re working on, and where we come in to really close contact, and it‘s like I said, when we make a proposal together, but when he‘s out
there searching, trying to scare up customers, potential customers in business, we got together maybe two times every two weeks or something where he lets me know about something interesting that‘s happened in the marketplace.
Reference Character Range 4 1.18% Coverage 6768 - 7020
The other fellows, and it goes all the way down to the number five guy, where he‘s pretty unsure of himself, and pretty much every step of the way, he needs reassurance and guidance on, ―Gee, is this the right thing to do or should I be
doing this?‖
Reference Character Range 5 0.74% Coverage 9969 - 10127
The number five guy, and the people who really need help, I sit with them, I go out with them, but I also enlist the help of other people, like the trainers.
Coding Summary Report
299
Reference Character Range 6 0.77% Coverage 10875 - 11040
Then he lines up an appointment with customers we know. I go in with him, observe him, give him suggestions on how he did, what he should do, what he should ask for.
Reference Character Range 7 1.77% Coverage 12676 - 13056
Well, we used to always review the calls; after we went on calls, we‘d sit down and review what we did. We would talk about how to do it better. There was some type of preparation ahead of time, but I allowed him do the most of the prep
part. I allowed him to make sure that he had to educate me going in there, and what that did for him was that he had to learn what he was doing
Reference Character Range 8 1.16% Coverage 13628 - 13876
He and I play sports, so we hit it off on –we could talk about other subjects other than work. We always talked about sports, and when we talked about business, we got down to business. Yeah, we had that natural ‗ice breaker‘ between
the two of us.
References Coverage
1 Free Nodes\Communication & Listening
Node Coding
0.66%
Reference Character Range 1 0.66% Coverage 18219 - 18361
basically, this potential customer is trying to do the best for his side of the fence, but he‘s also trying to help you, if you listen to him.
References Coverage
1 Free Nodes\Competitive
Node Coding
0.64%
Reference Character Range 1 0.64% Coverage 7477 - 7615
You need to be able to go in and talk to the customer, and if they slam the door in your face, still get up and walk to the next customer.
References Coverage
1 Free Nodes\Confident
Node Coding
1.65%
Reference Character Range 1 1.65% Coverage 7384 - 7738
Coding Summary Report
300
In this job, when you‘re developing a person, you have to have the ―door-knocker mentality.‖ You need to be able to go in and talk to the customer, and if they slam the door in your face, still get up and walk to the next customer. The lead
guy, nothing bothers him, even if somebody slaps him on the head, but the bottom guy, he had a hard time with it.
References Coverage
2 Free Nodes\Customer Orientation
Node Coding
1.94%
Reference Character Range 1 0.58% Coverage 2094 - 2218
Also, there was the negotiations and contracts and prior agreements with our potential customers and reduce them to facts.
Reference Character Range 2 1.36% Coverage 2476 - 2767
The negotiating of a multi-million-dollar-a-year contract with a major generic pharmaceutical company, in the order of twenty million dollars a year. The negotiation was such that I didn‘t get to fulfill the final part of the negotiation where
we had no other recourse, but to stay with them
References Coverage
1 Free Nodes\High Energy
Node Coding
0.43%
Reference Character Range 1 0.43% Coverage 7384 - 7477
In this job, when you‘re developing a person, you have to have the ―door-knocker mentality.‖
References Coverage
1 Free Nodes\Impatient
Node Coding
0.11%
Reference Character Range 1 0.11% Coverage 11522 - 11545
Some people are stupid.
References Coverage
3 Free Nodes\Intuitive
Node Coding
1.79%
Coding Summary Report
301
Reference Character Range 1 0.24% Coverage 17912 - 17964
Let‘s pursue outgoing, but friendly and intuitive.‖
Reference Character Range 2 - 3 1.55% Coverage 18031 - 18362
thisYou have mix a little intuition in when you need to be able to read people, and you need to have an intuitive sense of this is what they‘re telling you, is what the answer is, because basically, this potential customer is trying to do the
best for his side of the fence, but he‘s also trying to help you, if you listen to him.
References Coverage
1 Free Nodes\Learning Oriented
Node Coding
0.53%
Reference Character Range 1 0.53% Coverage 9803 - 9917
we try to bring in outside trainers, who are just named the same in a number of different training opportunities.
References Coverage
1 Free Nodes\People Oriented
Node Coding
1.10%
Reference Character Range 1 1.10% Coverage 19008 - 19243
I would—like if they needed to submit a report, I would edit it and if it was a just plain crappy report, I would spend the time, the hours fixing it up. Then, it would go out under their name, and they would get all the credit for it.
References Coverage
2 Free Nodes\Planning
Node Coding
1.32%
Reference Character Range 1 0.34% Coverage 1941 - 2014
mentoring the business development, sending business to the other people,
Reference Character Range 2 0.98% Coverage 3056 - 3266
Coding Summary Report
302
The other was participating on the, what we called the DCAT Board, Drug, Chemical and Associated Trade Board of a major pharmaceutical industry, governing lobbying and being elected to the Board of Directors.
References Coverage
3 Free Nodes\Problem solving
Node Coding
3.54%
Reference Character Range 1 0.35% Coverage 2019 - 2094
making critical decisions on whether this was the correct business for us.
Reference Character Range 2 1.60% Coverage 4378 - 4721
Basically, I sit down, and we basically come up with the price offering or bid proposal on that. They work with the development people to come up with the particulars of what the projected cost may be, and then I basically sit with
them, and we figure out, from a market point of view, what the market would bear for that particular proposal.
Reference Character Range 3 1.59% Coverage 5374 - 5714
When we come back, we get those projected costs, then we sit down, and we say, ―How did this product come into this position in the market? Who is the competition? What are similar products like this priced at? What do we think we can
price at?‖ Then, we put all those factors in together, and then we come up with a final monetary proposal
References Coverage
2 Free Nodes\Relationship Oriented
Node Coding
1.44%
Reference Character Range 1 0.98% Coverage 13605 - 13814
I: It was pretty easy. He and I play sports, so we hit it off on –we could talk about other subjects other than work. We always talked about sports, and when we talked about business, we got down to business.
Reference Character Range 2 0.46% Coverage 18410 - 18509
You have to be able to build relationships. You can be an introvert and still build a relationship,
Coding Summary Report
303
References Coverage
3 Free Nodes\Results Oiented
Node Coding
2.12%
Reference Character Range 1 - 2 1.88% Coverage 8374 - 8776
he was such a superstar, because he liked the characteristics, not that he was a superstar. Just to give you an idea, I expect somebody to generate one to two million dollar beginning project in eight to ten months of being with the
company. If you do that, you‘re about average. If you do it in less than that, you‘re a superstar. If you do that in over that twelve months, you need to be in a hurry.
Reference Character Range 3 0.25% Coverage 19589 - 19642
So, basically, you have to be sort of detail-oriented
References Coverage
2 Free Nodes\Satisfaction through others
Node Coding
0.42%
Reference Character Range 1 0.17% Coverage 9066 - 9103
but I don‘t like to see the guys fail
Reference Character Range 2 0.25% Coverage 15806 - 15859
As long as they can make money for me, that‘s great.
References Coverage
1 Free Nodes\Support Reps
Node Coding
2.19%
Reference Character Range 1 2.19% Coverage 10932 - 11401
go in with him, observe him, give him suggestions on how he did, what he should do, what he should ask for. I try to make calls with him, because it‘s always good to have two people on the call for the most part, because you can tag
team, you can get a little breather. It helps if they‘re doing negotiations, so I try to participate in visits with the sales and business guys, and like I said, we end up having some bi-annual training sessions on different topics.
Coding Summary Report
304
References Coverage
1 Free Nodes\Teamwork Oriented
Node Coding
0.61%
Reference Character Range 1 0.61% Coverage 9672 - 9802
What we do in a group, per se, every two months, we have a team meeting, where everybody gets together in a team, and twice a year
References Coverage
1 Free Nodes\Understand When to Take Action
Node Coding
1.01%
Reference Character Range 1 1.01% Coverage 15306 - 15523
Absolutely, I would not have hired number five guy. Number two and I had both interviewed him, and we both knew he wasn‘t going to make it. We knew it, we knew it, we knew it, but he was just rammed down our throats.
Total References
Coverage
39
Total Users
1.60%
2
Internals\MonicaFavia12 Document
References Coverage
2 Free Nodes\Analytical
Node Coding
0.93%
Reference Character Range 1 0.50% Coverage 3602 - 3736
Some of the responsibilities that come with this job, number one is pricing the project and getting the right price for both parties.
Reference Character Range 2 0.43% Coverage 4079 - 4193
That‘s basically it. I also have to make sure that the orders are written correctly and do what the client wants.
Coding Summary Report
305
References Coverage
4 Free Nodes\Coaching
Node Coding
2.62%
Reference Character Range 1 1.01% Coverage 5593 - 5862
When he first started and he would go and visit a client or have a client come to him, I‘d make sure that he would introduce me, and I would sit in a meeting for a while, make sure that the client winds up getting the confidence and
trust in ______ and to my assistant.
Reference Character Range 2 - 3 1.19% Coverage 6607 - 6922
Oh, absolutely, that happens daily, and he‘ll come to me and say, ―What do I do?‖ My door is always open. He can come and see me, and I‘ll help him out with anything he‘s got. Especially when I had projects closing or running and so
forth, I would drag him with me, and I‘d let him see just how I react and so forth
Reference Character Range 4 0.42% Coverage 11992 - 12104
I made Mark follow it through with the meetings, with communications with everybody, and that was a success.
References Coverage
3 Free Nodes\Communication & Listening
Node Coding
1.00%
Reference Character Range 1 0.21% Coverage 4389 - 4446
This is by communication; communication is so important.
Reference Character Range 2 0.50% Coverage 4682 - 4814
Like I said, communication is SO big, and you can never have enough of it. The more they know, the smoother the project will run.
Reference Character Range 3 0.29% Coverage 25349 - 25426
I: Absolutely, it‘s communication. If you don‘t communicate, then forget it.
Coding Summary Report
306
References Coverage
2 Free Nodes\Customer Orientation
Node Coding
1.11%
Reference Character Range 1 0.86% Coverage 17683 - 17911
Your customer really has to have all the faith in the world in you. He has to trust you, and when you build up that confidence in your customer, you will have a successful relationship, you‘re going to have a successful project
Reference Character Range 2 0.25% Coverage 23152 - 23218
have good manners toward his client; treat them with full respect.
References Coverage
1 Free Nodes\Ethical
Node Coding
0.20%
Reference Character Range 1 0.20% Coverage 15289 - 15343
he‘s trustworthy, and he‘s somebody that I can trust,
References Coverage
1 Free Nodes\High Energy
Node Coding
0.42%
Reference Character Range 1 0.42% Coverage 15552 - 15663
I‘ve been lucky that he‘s not the kind of a guy that would just, ―O.K., it‘s five o‘clock and time to go home.‖
References Coverage
1 Free Nodes\Learning Oriented
Node Coding
0.81%
Reference Character Range 1 0.81% Coverage 11437 - 11653
Coding Summary Report
307
You know what? I went with him, and I took the opposite role this time. I sat there and listened. I‘ll tell you what, I was totally happy with him. I thought he did a great job, and he does learn from experience.
References Coverage
1 Free Nodes\Motivate and Lead
Node Coding
0.37%
Reference Character Range 1 0.37% Coverage 10899 - 10998
Don‘t give up; we will make it work. So, I sat down with him, and I showed him how to make it work,
References Coverage
4 Free Nodes\Patient
Node Coding
1.54%
Reference Character Range 1 0.81% Coverage 11437 - 11653
You know what? I went with him, and I took the opposite role this time. I sat there and listened. I‘ll tell you what, I was totally happy with him. I thought he did a great job, and he does learn from experience.
Reference Character Range 2 0.12% Coverage 14076 - 14109
be very patient in negotiations.
Reference Character Range 3 0.19% Coverage 22996 - 23047
He‘s also going to be a guy who has some patience.
Reference Character Range 4 0.41% Coverage 23111 - 23219
Another thing is don‘t be temperamental; have good manners toward his client; treat them with full respect.
Coding Summary Report
308
References Coverage
1 Free Nodes\Planning
Node Coding
0.28%
Reference Character Range 1 0.28% Coverage 14808 - 14883
Don‘t get relaxed, do your homework, stay on the ball and follow through.
References Coverage
1 Free Nodes\Politically Astute
Node Coding
0.14%
Reference Character Range 1 0.14% Coverage 21560 - 21598
Documentation. You‘ve got to document.
References Coverage
1 Free Nodes\Problem solving
Node Coding
0.21%
Reference Character Range 1 0.21% Coverage 14246 - 14302
What I‘ve learned is that everything can be worked out.
References Coverage
3 Free Nodes\Product & Industry knowledge
Node Coding
1.22%
Reference Character Range 1 0.55% Coverage 5367 - 5514
Well, I have given him all the knowledge and all the forms and everything that I‘ve learned through the last fifteen, twenty, twenty-five years. So
Reference Character Range 2 - 3 0.67% Coverage 22528 - 22705
Coding Summary Report
309
I: O.K., one is he needs to have a good construction knowledge. He‘s going to have to know his product inside and out. If he doesn‘t know his product, he doesn‘t have a prayer.
References Coverage
1 Free Nodes\Sales skills
Node Coding
0.72%
Reference Character Range 1 0.72% Coverage 3136 - 3326
I‘m responsible for acquiring the project, landing it, getting this work for _____ to do for their production workers and so forth. I‘ve got to get the clients to have faith and trust in us,
References Coverage
1 Free Nodes\Support Reps
Node Coding
0.59%
Reference Character Range 1 0.59% Coverage 5927 - 6084
When it comes time, I guess, trying to get him to close the deal and sign the dotted line, I would go with him on that and make everyone feel comfortable.
References Coverage
2 Free Nodes\Training & Developing Salespeople
Node Coding
0.91%
Reference Character Range 1 0.54% Coverage 5367 - 5510
Well, I have given him all the knowledge and all the forms and everything that I‘ve learned through the last fifteen, twenty, twenty-five years
Reference Character Range 2 0.38% Coverage 6971 - 7071
When I was actually doing on-the-job training and that‘s what he‘s getting, and you can‘t beat that.
Coding Summary Report
310
Total References
Coverage
29
Total Users
0.82%
2
Internals\MonicaFavia13 Document
References Coverage
2 Free Nodes\Coaching
Node Coding
3.66%
Reference Character Range 1 1.88% Coverage 8682 - 8933
The first thing I would do is identify it, you know, sit them down and identify, ―Hey, you‘re not performing up to the standards that we set up; this is where you‘re falling short.‖ I never put it back and say, ―What do you think is going
wrong here?‖
Reference Character Range 2 1.78% Coverage 9100 - 9337
Then, plan a place that‘s going to get them where they need to be, but always end the conversation with, ―Look, this is what‘s going to happen if you don‘t get your production up to this.‖ So, this way they always know where they stand.
References Coverage
1 Free Nodes\Competitive
Node Coding
0.13%
Reference Character Range 1 0.13% Coverage 11521 - 11539
have ‗thick skin‘,
References Coverage
1 Free Nodes\High Energy
Node Coding
0.30%
Reference Character Range 1 0.30% Coverage 4769 - 4809
I think you have to be on all the time.
Coding Summary Report
311
References Coverage
1 Free Nodes\Initiative
Node Coding
1.49%
Reference Character Range 1 1.49% Coverage 10941 - 11140
I think they need to be a self-starter, and they don‘t always need the answers. If they don‘t have the answers, they‘re not afraid to jump right in and say, ―I‘m just going to figure it out as I go.‖
References Coverage
2 Free Nodes\Planning
Node Coding
0.61%
Reference Character Range 1 - 2 0.61% Coverage 12375 - 12457
from setting goals, and putting a plan in place for our guys to attack the goals,
References Coverage
1 Free Nodes\Politically Astute
Node Coding
1.61%
Reference Character Range 1 1.61% Coverage 1988 - 2203
I had a female employee who had a harassment complaint against one of the sales reps. I had an employee who was a minority input, and he was also filing harassment complaints. That was kind of the final straw for me
References Coverage
1 Free Nodes\Problem solving
Node Coding
0.91%
Reference Character Range 1 0.91% Coverage 3280 - 3401
I think the basic thing I have learned is a small problem that you don‘t tackle today becomes a massive problem tomorrow.
References Coverage
2 Free Nodes\Results Oiented
Node Coding
0.53%
Coding Summary Report
312
Reference Character Range 1 0.20% Coverage 11493 - 11520
goal oriented, have a plan,
Reference Character Range 2 0.33% Coverage 12507 - 12551
holding them accountable to hit those goals.
References Coverage
1 Free Nodes\Support Reps
Node Coding
0.82%
Reference Character Range 1 0.82% Coverage 10304 - 10414
let them know that I appreciate the extra work they put in and go out of my way to make them feel appreciated
References Coverage
1 Free Nodes\Training & Developing Salespeople
Node Coding
1.01%
Reference Character Range 1 1.01% Coverage 7693 - 7828
trained them. I would get them rolling. I have really done that on purpose, too, because I don‘t want to spend my time later doing that
References Coverage
4 Free Nodes\Understand When to Take Action
Node Coding
5.83%
Reference Character Range 1 1.36% Coverage 2205 - 2386
They weren‘t producing at a profitable level, and once I started having those employee issues, I just decided the liability of having the operation open wasn't worth it anymore.
Reference Character Range 2 1.84% Coverage 2895 - 3141
Coding Summary Report
313
set proper applications, then hold people responsible for it from what they expected. They had sales people that would roll in there late or would be doing the wrong things, and just the basic sales manager‘s role was not taking place out
there.
Reference Character Range 3 2.12% Coverage 3402 - 3685
So, just get a little bit uncomfortable, fix the problem today, and it might mean that you have to fire somebody or have a difficult or uncomfortable conversation; just have it and get it over with, because that same situation, and you let it
go, turns into something huge tomorrow.
Reference Character Range 4 0.51% Coverage 4077 - 4145
I would have probably accelerated the outcome in four of the cases.
Total References
Coverage
17
Total Users
1.54%
2
Internals\MonicaFavia14 Document
References Coverage
5 Free Nodes\Adaptable
Node Coding
1.79%
Reference Character Range 1 - 2 0.71% Coverage 13875 - 14146
You always have to keep in mind when managing people. There are a thousand different ways to accomplish the same goal, and just because you‘re doing it one way—I‘ve had managers who tried to do this and try to make me a carbon
copy of them—and you just can‘t do that. You
Reference Character Range 3 - 4 0.43% Coverage 15799 - 15963
I think that the definition of either the manager or the sales rep, was in the first five words of the description, and it needs to be flexibility and adaptability,
Reference Character Range 5 0.64% Coverage 20605 - 20848
You have to always expect the unexpected, and I think, the more creative and flexible you are in your decision-making process, the more quickly you can identify a situation, the greater the asset you become to the rep you‘re trying to
manage.
Coding Summary Report
314
References Coverage
1 Free Nodes\Analytical
Node Coding
0.73%
Reference Character Range 1 0.73% Coverage 17124 - 17401
I was given a regional budget that I had to dole out where I deemed necessary, and you need to be able to evaluate, and again it goes back to the same thing, recognize potential, understand the situation, ―If I‘m going to spend a dollar
here, what am I going to see in return?‖
References Coverage
11 Free Nodes\Coaching
Node Coding
7.16%
Reference Character Range 1 - 2 0.77% Coverage 4725 - 5019
Play to their strengths so that you‘re allowing them to find an area of comfort and an area of developing their own way of communicating the message that needs to be delivered. In identifying their weaknesses, and everybody has them,
you want to constructively build on those or critique them.
Reference Character Range 3 1.04% Coverage 8386 - 8780
I was asked to spend a great deal of time with her. I spent a week with her first to get an idea of where she was and
just slowly helped her organize her day and then organized her sales calls and then organized how she managed her territory and got her to just calm down a bit, letting her build up enough confidence in herself and getting her to believe
that she‘s an authority on this stuff.
Reference Character Range 4 0.75% Coverage 12415 - 12699
I needed her to know that my pure intention was to help, and anything she has to tell me stays between us, but I need to know the truth. I need to know the areas where she thinks she‘s strong and the areas she thinks she‘s weak, and I
need to observe and sit there with my mouth shut.
Reference Character Range 5 1.58% Coverage 14517 - 15117
We just worked on, ―Show me how you organize this; you laptop is a tool, tell me how you use it. Have you ever tried this?‖ I would try to come up with three different ways. I‘d call—I had some other managers that I was close to, and came up through Myriad with—and bounce ideas off, because I knew they were a polar opposite of what I was. I just wanted to know, ―O.K., when you organize your accounts, and the CRN that we had at the time, how did they do it?
What kind of notes did they take? What was their call frequency on accounts? I talked to the rep who had had the territory before she did.
Reference Character Range 6 0.57% Coverage 16083 - 16301
I worked with her on probing questions, recognizing things as you walk into an account that will give you the clues as to how that account is run, what kind of potential the account has, and we went through everything.
Coding Summary Report
315
Reference Character Range 7 0.30% Coverage 23286 - 23400
I went with him. I let him take the lead, but anytime there may have been a little bump in the road, I stepped up.
Reference Character Range 8 0.72% Coverage 26778 - 27051
For the first two ride-alongs that we had, I handled the calls, and I needed anyone to understand that they needed to make it their own, because they saw how I did it, and I showed them how I set up my day. I was there for any
questions they had, as silly as they might be.
Reference Character Range 9 - 10 0.47% Coverage 30229 - 30409
I think you need to have the mindset of a coach, maybe not Bobby Knight, but you have to play to the strength of your team, and the more quickly you can identify people‘s strengths
Reference Character Range 11 0.95% Coverage 34740 - 35101
if there‘s anything that anybody who works for me, I want them to feel they can tell me anything. I stress with them
what I would hope what would make them a better rep. I always try to give them good advice. I‘d show them how not to walk into situations that are going to be embarrassing for them, for me, to the company they represent, and don‘t
burn bridges.
References Coverage
3 Free Nodes\Communication & Listening
Node Coding
0.93%
Reference Character Range 1 0.11% Coverage 10789 - 10829
have to be able to deliver your message,
Reference Character Range 2 - 3 0.82% Coverage 12793 - 13105
if you‘re a better listener, you‘re going to be the best at what you do, so I had to listen to what she had to say, I
needed to listen to the reaction she was getting with her accounts, I needed to listen to the reasons to how she did or how she set up her day or what her thought process was and her approach.
References Coverage
1 Free Nodes\Customer Orientation
Node Coding
0.54%
Coding Summary Report
316
Reference Character Range 1 0.54% Coverage 17627 - 17831
You, obviously, are not going to know every account, within a region and or within these ten territories, you surely had better know the top ten accounts in each or the top ten potential accounts in each.
References Coverage
1 Free Nodes\Empathetic
Node Coding
0.66%
Reference Character Range 1 0.66% Coverage 28420 - 28670
I wouldn‘t be able to live with myself if something happened to someone in their family, and they weren‘t given the opportunity to either be there or handle it in whatever fashion they wanted to. Again, that‘s kind of humanizing the
managerial role.
References Coverage
3 Free Nodes\Ethical
Node Coding
1.08%
Reference Character Range 1 0.81% Coverage 19761 - 20068
I kind of rolled with it and bit the bullet as best I could, and because of that, it was another manager that actually sold
me out, but they were grateful for it, and I had a great relationship with them, but I might add, there was no trust. So, I had to document everything that we did with that account.
Reference Character Range 2 0.18% Coverage 24881 - 24948
no matter what you‘re doing, always be honest and always be direct.
Reference Character Range 3 0.09% Coverage 28236 - 28271
I have always been ‗family first,‘
References Coverage
2 Free Nodes\Learning Oriented
Node Coding
0.46%
Reference Character Range 1 0.29% Coverage 15688 - 15797
Coding Summary Report
317
It‘s a learning process, it‘s always a learning process, that you can‘t have just one way of doing something
Reference Character Range 2 0.17% Coverage 18933 - 18998
Well, this is going to again be a cliché, but you learn every day
References Coverage
1 Free Nodes\Patient
Node Coding
0.57%
Reference Character Range 1 0.57% Coverage 14299 - 14515
Through that and through days of this, we took the second week that I was with her, completely off. We didn‘t make a sales call at all. I responded to calls that came in, but I didn‘t actually go out and make a call
References Coverage
1 Free Nodes\People Oriented
Node Coding
0.34%
Reference Character Range 1 0.34% Coverage 28141 - 28270
I know people who I‘ve worked with who have had personal situations or that I have managed, and I have always been ‗family first,
References Coverage
1 Free Nodes\Problem solving
Node Coding
0.42%
Reference Character Range 1 0.42% Coverage 9542 - 9701
I had to go through and make some large decisions; there were personnel changes that had to be made, and the attitude of the account had to completely change.
References Coverage
5 Free Nodes\Relationship Oriented
Node Coding
2.50%
Coding Summary Report
318
Reference Character Range 1 0.23% Coverage 9333 - 9421
really solidified our relationship there, as well with some of the other accounts we had
Reference Character Range 2 - 3 0.58% Coverage 16666 - 16886
Very much so, I think that it‘s all about relationship building, and that‘s external and internal. I think that the more successful managers are the ones who have reps who aren‘t afraid to come to them with a situation.
Reference Character Range 4 0.47% Coverage 22764 - 22941
but the relationship – it‘s not to make you laugh, but this particular pathologist may be free on staff – it was a little strained; it was polite, but it was definitely strained
Reference Character Range 5 1.23% Coverage 27551 - 28017
Then, 9-11 happened, and he left such an emotional message, ―Go home and be with your family; we don‘t know
what‘s going on today; we need to take stock in what we have.‖ It was like, ―Dammit, that was the cruelest thing I‘ve ever heard. I‘m scared to death today. I don‘t know what‘s going on in the world, but it‘s good to know this is the type
of person I‘m working for.‖ That really kind of solidified the relationship. The level of respect goes through the roof
References Coverage
1 Free Nodes\Results Oiented
Node Coding
0.16%
Reference Character Range 1 0.16% Coverage 9270 - 9329
expanded that account about two hundred and fifty percent
References Coverage
4 Free Nodes\Satisfaction through others
Node Coding
1.26%
Reference Character Range 1 0.29% Coverage 8135 - 8247
Another situation was when I actually won Mentor of the Year for a rep that had worked in Central Pennsylvania.
Coding Summary Report
319
Reference Character Range 2 0.29% Coverage 8971 - 9083
Not that year, but the next year, she was the number one rep in the country. I took a lot of pride out of that.
Reference Character Range 3 0.08% Coverage 14226 - 14257
I wanted her to grow as a rep,
Reference Character Range 4 0.59% Coverage 17401 - 17626
I spent an hour with this rep here, how is it going to benefit the rep and ultimately me and the territory and ultimately the region. You really need to have an understanding, and you really kind of need to know your region.
References Coverage
2 Free Nodes\Understand When to Take Action
Node Coding
1.45%
Reference Character Range 1 0.23% Coverage 22943 - 23032
There comes a point, and we have to recognize that point, and you do what you have to do.
Reference Character Range 2 1.21% Coverage 31669 - 32129
Two or three times I‘ve had to say, and again I‘m just speaking with a female rep with a family, ―It‘s just killing you. Your job shouldn‘t kill you. There‘s got to be something else, some other thing you can do.‖ And I know, in two of the
situations, I‘ve gotten them other jobs within the company that allowed them—one became an insurance liaison for us, so they worked right out of their home and worked on getting us approved on different insurance plans.
Total References
Coverage
42
Total Users
1.33%
2
Internals\MonicaFavia15 Document
Coding Summary Report
320
References Coverage
3 Free Nodes\Boundary Spanning
Node Coding
3.41%
Reference Character Range 1 0.99% Coverage 5921 - 6111
Most of what they get from me, basically, now is what comes down from corporate, new sales programs, new marketing programs, new products; it‘s my job, then, to communicate that to the reps.
Reference Character Range 2 0.87% Coverage 12981 - 13148
What I‘ve learned from it is that, especially with this rep, take more of an active role in communicating with the end users, and make sure we‘re on the same page.
Reference Character Range 3 1.54% Coverage 13526 - 13821
You need to follow through in a timely fashion, communication up the ladder, upstream and downstream, communication to manufacturing, to your management, to other sales people in your organization, communication
down to your reps, to your distributors and to your end users in a timely fashion.
References Coverage
1 Free Nodes\Coaching
Node Coding
1.18%
Reference Character Range 1 1.18% Coverage 3497 - 3723
I encouraged the rep to go in and set up a meeting where we could have what we call, ‗lunch and learn‘, basically is having a lunch for key engineers and maintenance people, and it gives up a chance to have a captive audience.
References Coverage
3 Free Nodes\Communication & Listening
Node Coding
3.70%
Reference Character Range 1 - 2 2.11% Coverage 9602 - 10005
That would probably be to learn to listen a little bit more. I think I‘ve gotten a lot better at that, whereas, when you first go into sales, especially me, I didn‘t have a technical background or a technical product, the first few six months or
so, six months to a year that I was in sales, I went through a lot of training and learning how to do a presentation, which to a certain extent, was canned.
Reference Character Range 3 1.60% Coverage 12386 - 12691
Coding Summary Report
321
Well, I think it‘s time of communication, time of communication from the customer to the rep, and time of communication from the rep to me. I don‘t know if it‘s as much I learned it, but the rep learned that he needs to
communicate to me on a more regular basis, if we are going to solve issues like this.
References Coverage
3 Free Nodes\Customer Orientation
Node Coding
2.64%
Reference Character Range 1 0.53% Coverage 2264 - 2366
Probably, the key to success is making sure you get an answer back to a customer in a timely fashion.
Reference Character Range 2 1.69% Coverage 9122 - 9445
really what you‘re saying to the customer and determining what is needed to fill that customer‘s needs. So, that‘s what I basically learn in every situation, is to define really what the customer wants, then to get it to them. If I can‘t get it to
them, give me a timely answer for that. That‘s probably the most important.
Reference Character Range 3 0.42% Coverage 14120 - 14200
get to know your customers, develop relationships, get to know your distributors
References Coverage
1 Free Nodes\Learning Oriented
Node Coding
0.40%
Reference Character Range 1 0.40% Coverage 3920 - 3997
Another opportunity would be going in and looking at a different application,
References Coverage
1 Free Nodes\Planning
Node Coding
0.21%
Reference Character Range 1 0.21% Coverage 2129 - 2170
Coding Summary Report
322
define new applications for our products
References Coverage
3 Free Nodes\Product & Industry knowledge
Node Coding
1.43%
Reference Character Range 1 0.21% Coverage 2129 - 2170
define new applications for our products
Reference Character Range 2 - 3 1.22% Coverage 14954 - 15187
having it comforting speaking about your product. I‘m not technical; I don‘t have a technical background; I don‘t have an engineering degree, but I can talk about Teflon-lined pipe. I can talk about Teflon-lined hose with an engineer
References Coverage
3 Free Nodes\Relationship Oriented
Node Coding
1.22%
Reference Character Range 1 - 2 0.20% Coverage 2090 - 2128
Enhance relationships of distribution,
Reference Character Range 3 1.03% Coverage 14427 - 14623
So, what you‘re really doing is, you aren‘t really growing business organically, you‘re really taking market share, so what you need to do is to be out there on the road and develop relationships.
References Coverage
3 Free Nodes\Support Reps
Node Coding
2.01%
Reference Character Range 1 - 2 1.33% Coverage 2872 - 3126
Coding Summary Report
323
They‘ll identify a project, or the distributor will identify a project, I‘ll follow up to see what type of support they need, technical support, sales support, etc. and making sure that they are staying out there to give us the best support to
close it.
Reference Character Range 3 0.68% Coverage 3345 - 3475
I: I think one actual success was supporting my sales rep going into a new customer, where they were using a competitor‘s product,
Total References
Coverage
21
Total Users
1.80%
2
Internals\MonicaFavia17 Document
References Coverage
5 Free Nodes\Coaching
Node Coding
5.39%
Reference Character Range 1 1.60% Coverage 4171 - 4425
I would have planning sessions individually, and with each individual sales manager, we would develop a forecast and a plan and an idea of business that we were going to try and close that year in various segments, and we would work out
a plan like that.
Reference Character Range 2 1.23% Coverage 4426 - 4621
We would bring in the sales people, and then we‘d work with them, and we‘d fine tune a process to attain some of this business throughout the year, because some of this business is quite seasonal
Reference Character Range 3 - 4 2.00% Coverage 5125 - 5443
I try to tailor a plan for each employee and try and try bring up the dust of that particular employee, whether they‘re going to remain in that position or not. I try to put as much polish on somebody as I possibly can, and hopefully, they‘ll
stay with us and excel or move to someplace else in the company and excel.
Reference Character Range 5 0.55% Coverage 10417 - 10505
You kind of have to be a combination of a cheerleader, a master planner and executor.
Coding Summary Report
324
References Coverage
2 Free Nodes\Communication & Listening
Node Coding
1.80%
Reference Character Range 1 - 2 1.80% Coverage 7903 - 8188
what pops up to be a failure is the inability to clearly communicate what is desired from me to my people, and if we have been at a meeting or a conference call or one-on-one, for them to not understand what I‘m asking for, and that to
me, would be a major failure or a catastrophe.
References Coverage
1 Free Nodes\Competitive
Node Coding
0.65%
Reference Character Range 1 0.65% Coverage 13661 - 13764
That‘s one thing that I get accused of all the time is that I‘m very, very passionate about what I do.
References Coverage
1 Free Nodes\Confident
Node Coding
0.25%
Reference Character Range 1 0.25% Coverage 7649 - 7688
Conviction, experience and credibility.
References Coverage
1 Free Nodes\Empower salespeople
Node Coding
0.64%
Reference Character Range 1 0.64% Coverage 13661 - 13763
That‘s one thing that I get accused of all the time is that I‘m very, very passionate about what I do.
References Coverage
3 Free Nodes\High Energy
Node Coding
1.75%
Coding Summary Report
325
Reference Character Range 1 - 2 0.28% Coverage 10066 - 10110
I: You have to be driven; that‘s number one.
Reference Character Range 3 1.47% Coverage 13117 - 13350
I make about sixty-five to seventy round trips per year, and that‘s all over North America, and my guys, depending on what area they‘re in, do that, and maybe some more, and some of it may be like driving as opposed to air travel.
References Coverage
1 Free Nodes\People Oriented
Node Coding
2.02%
Reference Character Range 1 2.02% Coverage 10957 - 11278
if I had somebody that knew very little about the product, but was a people person, I would choose that second person, because, at the end of the day, you are looking to guide a sales staff that have the fundamentals of the product
knowledge. You‘re looking really to manage the person process, not so much the product.
References Coverage
3 Free Nodes\Planning
Node Coding
3.45%
Reference Character Range 1 2.90% Coverage 2622 - 3082
you have to investigate the customer, whether it‘s in person, just going and introducing yourself either on the Internet or by various trade associations, and get a feel for what the customer‘s requirements and needs are, or what their
buying policies are, essentially, and certainly buying cycles, and what type of buyer they are, technical buyer, price buyer, etc. Then of course, you develop a plan according to what you‘re determined on your investigation,
Reference Character Range 2 0.28% Coverage 6864 - 6909
equally important is to develop new business
Reference Character Range 3 0.27% Coverage 12572 - 12615
We deal a lot with trade show planning, and
Coding Summary Report
326
References Coverage
1 Free Nodes\Product & Industry knowledge
Node Coding
0.52%
Reference Character Range 1 0.52% Coverage 7406 - 7488
I: Obviously, things like product knowledge and patience, and things like that--
References Coverage
1 Free Nodes\Results Oiented
Node Coding
0.18%
Reference Character Range 1 0.18% Coverage 10111 - 10140
You have to be goal-oriented.
References Coverage
2 Free Nodes\Satisfaction through others
Node Coding
2.02%
Reference Character Range 1 - 2 2.02% Coverage 9409 - 9729
I: Success, for a sales manager, is to get the best out of your employees, whether it‘s a high level of production, high
level of profitability, high level of customer satisfaction, a return business, critique business, new business conquests, sales managers are excited about what they do, that to me is a great success
References Coverage
1 Free Nodes\Training & Developing Salespeople
Node Coding
1.34%
Reference Character Range 1 1.34% Coverage 5459 - 5671
this is something that I‘m intimately with, involved with, training or selection of training or waiting on recommendations/strong recommendations on what type of training is required and when it shall occur.
References Coverage
1 Free Nodes\Understand When to Take Action
Node Coding
2.53%
Coding Summary Report
327
Reference Character Range 1 2.53% Coverage 8654 - 9056
I learned the hard way that if you feel that you‘re going down the wrong path, maybe apply a little bit of brake, so you can have what I call ‗the senatorial‘ review, which is the ‗house of sober second thought‘, and you re-visit what the plan
was, what the execution was, and where are you relative to the plan, and what has changed in that particular environment, that maybe you make a further change
Total References
Coverage
23
Total Users
1.73%
2
Internals\MonicaFavia18 Document
References Coverage
3 Free Nodes\Adaptable
Node Coding
1.98%
Reference Character Range 1 0.17% Coverage 2016 - 2050
I wear many hats within my company
Reference Character Range 2 1.35% Coverage 7318 - 7588
In my industry, changes happen every day. As a good sales manager, I need to keep my people abreast of change and have the ability to grow with the change as we face that. As a proper sales manager, we need to make sure we‘re
driving this company in the right direction.
Reference Character Range 3 0.46% Coverage 10116 - 10207
With the business as it is nowadays, you need to be able to change, be nimble and be quick.
References Coverage
2 Free Nodes\Boundary Spanning
Node Coding
1.72%
Reference Character Range 1 1.16% Coverage 7360 - 7591
Coding Summary Report
328
As a good sales manager, I need to keep my people abreast of change and have the ability to grow with the change as we face that. As a proper sales manager, we need to make sure we‘re driving this company in the right direction.
Reference Character Range 2 0.57% Coverage 9945 - 10058
That being said, I turned to fabrication in China, and I have basically been giving our sales people the program,
References Coverage
2 Free Nodes\Coaching
Node Coding
1.24%
Reference Character Range 1 - 2 1.24% Coverage 2952 - 3200
I do my best to guide my people on where I think they should be. I often really have a final decision on what they‘re going to do, but in order for them to be effective, they need to believe in what they‘re doing, and it has some self-
owner to it.
References Coverage
1 Free Nodes\Communication & Listening
Node Coding
1.06%
Reference Character Range 1 1.06% Coverage 11450 - 11661
MF: Roughly, what percentage of your time do you say that you that you spend in direct interaction with the sales
people under you?
I: To give a proper answer, my people are all equipped with the Blackberry.
References Coverage
1 Free Nodes\Competitive
Node Coding
0.85%
Reference Character Range 1 0.85% Coverage 13067 - 13236
You know what, it boils down to if you have heart or you don‘t. In my industry, we are successful; we are getting all this business, because we hire people with passion.
References Coverage
1 Free Nodes\Customer Orientation
Node Coding
1.48%
Coding Summary Report
329
Reference Character Range 1 1.48% Coverage 18684 - 18980
If the company is doing well, are the ones that are thinking outside the box. They are out there and trying to listen to their customers and develop portfolios specific to their customer. They‘re not just speaking amongst themselves, but
they‘re speaking to their industry. It‘s just like that.
References Coverage
2 Free Nodes\Empower salespeople
Node Coding
0.75%
Reference Character Range 1 0.16% Coverage 2687 - 2719
I give my people full autonomy.
Reference Character Range 2 0.59% Coverage 4978 - 5096
I pretty much let them find the opportunity, let them get the client close, take them to the best of their abilities,
References Coverage
4 Free Nodes\Ethical
Node Coding
1.42%
Reference Character Range 1 0.18% Coverage 13771 - 13807
You have to be honest and like them.
Reference Character Range 2 - 3 0.75% Coverage 14076 - 14225
You know, as long as I have an honest person, have some good work ethic, and willing to work outside the box, I‘ll take that any day over education.
Reference Character Range 4 0.50% Coverage 15535 - 15634
There‘s trust within our client base, and they rely on us to be able to find the best materials.
Coding Summary Report
330
References Coverage
2 Free Nodes\High Energy
Node Coding
0.40%
Reference Character Range 1 0.28% Coverage 11787 - 11842
I, myself, put in over sixteen hours a day every day. I
Reference Character Range 2 0.13% Coverage 14122 - 14147
have some good work ethic
References Coverage
4 Free Nodes\Planning
Node Coding
2.49%
Reference Character Range 1 0.91% Coverage 8140 - 8322
This year, we‘ve actually built several large national contracts with these large, big-box outlets over vanity countertops, which I set up an infrastructure and they have been made,
Reference Character Range 2 0.74% Coverage 9294 - 9442
With that being said, as I open up China for our company, these products and the big box center, it will be rolled into their responsibility box.
Reference Character Range 3 0.18% Coverage 9744 - 9780
I develop programs for the company,
Reference Character Range 4 0.66% Coverage 10208 - 10339
Once I develop the program, I‘ll roll it out to my sales people, and we can make it theirs, but actually, I give the directions.
Coding Summary Report
331
References Coverage
2 Free Nodes\Relationship Oriented
Node Coding
0.93%
Reference Character Range 1 0.35% Coverage 11011 - 11080
nowadays what we‘re trying to do is partner up with the right people.
Reference Character Range 2 0.59% Coverage 13808 - 13925
Our business is about long-term business. We don‘t do one deal and walk away from it; you have to plan for the future
References Coverage
4 Free Nodes\Results Oiented
Node Coding
3.41%
Reference Character Range 1 0.94% Coverage 5775 - 5962
nowadays, sales has turned into a numbers game, and we do everything we can to help out, try to drive to the lowest price point, see what we can do to just maintain margins and business.
Reference Character Range 2 0.25% Coverage 7202 - 7251
continuing to provide opportunity to the company,
Reference Character Range 3 1.88% Coverage 12456 - 12831
I would say any type of loss of profit. Our customer service is huge; in our business, we have a lot of competitors, so we do our best to make sure that our numbers are close and that our numbers are good. Any deal that we do that we
don‘t make money, I say it‘s a failure. Everything you do is all about making money. If we‘re not making money, we‘re not doing anything.
Reference Character Range 4 0.35% Coverage 17240 - 17310
―Let‘s get out there, and let‘s do it, let‘s see what it looks like.‖
Coding Summary Report
332
References Coverage
1 Free Nodes\Satisfaction through others
Node Coding
0.17%
Reference Character Range 1 0.17% Coverage 7252 - 7285
hoping to make my people better,
References Coverage
1 Free Nodes\Support Reps
Node Coding
0.26%
Reference Character Range 1 0.26% Coverage 5114 - 5166
I‘ll come in right at the end and try to assist out,
References Coverage
1 Free Nodes\Training & Developing Salespeople
Node Coding
1.02%
Reference Character Range 1 1.02% Coverage 4401 - 4605
then it‘s a matter of me teaching them on the different degrees of granite, differences of modular; there are so many different materials of one material versus another, and characteristics versus another
Total References
Coverage
31
Total Users
1.28%
2
Internals\MonicaFavia19 Document
References Coverage
1 Free Nodes\Adaptable
Node Coding
2.37%
Reference Character Range 1 2.37% Coverage 20200 - 20773
Coding Summary Report
333
I think I would be looking for somebody that had good examples of handle adversity or work with somebody that was above them that they didn‘t completely agree with that could either change that individual‘s mind through persuasive argument, but good factual information behind them or if they weren‘t able to change that person‘s mind, be able to
work within that guideline that maybe was a little bit out of what they would like to do, but to be able to achieve it in a way that they could still be proud of and say that even though it wasn‘t the way I would have done it,
References Coverage
1 Free Nodes\Analytical
Node Coding
2.03%
Reference Character Range 1 2.03% Coverage 19458 - 19948
I think a big part of being a good sales manager is the ability to recognize the situation that you have, to be able to look at it and then determine the best way to go about handling and achieving that objective. I‘m looking for somebody
that has shown that ability in the past, that has been able to take a situation, look at it, analyze it, listen to what people had to say about it, and then bring in the right people to go and handle and achieve that goal and to hit that situation, a
References Coverage
6 Free Nodes\Boundary Spanning
Node Coding
9.06%
Reference Character Range 1 1.09% Coverage 1753 - 2017
responsible for the interaction between the field team, which would be one of our two teams that controls the customer and the other broker organization, and the interface between that and our the corporate environment located where the
marketing departments are,
Reference Character Range 2 3.54% Coverage 2835 - 3692
we had a major customer that was going to be going into bankruptcy, worked very closely with our finance and credit
departments ahead of the actual filing to make sure we minimized our exposure, so, certainly from a financial standpoint, we stayed very close to the different parts of the organization to make sure that we were minimizing that
exposure, but then at the same time, taking a look at what that filing would mean, that it might actually lead to the actual closing down of that account. In fact, that is what happened, and we had felt that it would happen, but we spend
the time before that actually occurred, making sure that we could find locations for each of the employees that would be displaced within the organization somewhere else. Through doing that, and keeping all the cooperation and
coordination between the different departments,
Reference Character Range 3 - 4 2.25% Coverage 5394 - 5937
I think that certainly cooperation with other parts of an organization, certainly the size of our organization, it‘s important to realize that you can‘t, nor can anyone else, do everything on your own, and that you need the cooperation of the other functional areas of your organization. You need to understand them and how they work, what they need to
do in order to be successful and to learn what their goals are, so that when you‘re working with them, you can take that into consideration to get what you need overall out of the situation
Reference Character Range 5 1.39% Coverage 10666 - 11001
As I think in general, the times that I haven‘t worked as closely with the brand groups to assign good goals, to be able to plead my case, and talk to them about why goals should be produced if I thought it was too high to begin with, and
my people‘s incentive runs off any of those goals. With a good goal, they‘ll hit their incentive
Coding Summary Report
334
Reference Character Range 6 0.79% Coverage 19947 - 20138
a person that has been able to work well with other functional areas to achieve a goal, that‘s been able to work with a large, diverse group of people, to be able to accomplish an objective.
References Coverage
1 Free Nodes\Coaching
Node Coding
0.53%
Reference Character Range 1 0.53% Coverage 14831 - 14958
how to guide them, how to put them into positions to take advantage of their strengths, so you can get to your ultimate goals.
References Coverage
3 Free Nodes\Communication & Listening
Node Coding
1.08%
Reference Character Range 1 - 2 1.00% Coverage 14715 - 14958
You need to be able to listen, but you also need to be able to figure out where their strengths and weaknesses are, how
to guide them, how to put them into positions to take advantage of their strengths, so you can get to your ultimate goals.
Reference Character Range 3 0.08% Coverage 19439 - 19458
be a good listener.
References Coverage
1 Free Nodes\Customer Orientation
Node Coding
0.46%
Reference Character Range 1 0.46% Coverage 2299 - 2410
Those are probably the major functions of the job, and of course, customer interface and customer contact.
Coding Summary Report
335
References Coverage
3 Free Nodes\Empathetic
Node Coding
1.63%
Reference Character Range 1 1.20% Coverage 6052 - 6341
I think the other big thing coming out of this common theme is empathy for the individual, understanding what‘s going on in the situation, how it‘s going to affect the people in trying to stay ahead of the situation, so that you can make
sure that those individuals are taken care of.
Reference Character Range 2 - 3 0.43% Coverage 19352 - 19457
Yeah, I‘d definitely want someone that had exhibited the ability to be empathetic, to be a good listener
References Coverage
3 Free Nodes\Ethical
Node Coding
2.61%
Reference Character Range 1 1.20% Coverage 15419 - 15709
There are a lot of people who can hit their number, but in the case of the person I was talking about earlier, if you‘re doing it the wrong way, it eventually becomes discovered, or even if it doesn‘t become discovered, if you‘re not doing it
the right way, I don‘t think you‘re successful.
Reference Character Range 2 - 3 1.41% Coverage 18293 - 18635
But, anything that you that‘s deceitful or misleading—you know, there‘s a gray area? When you go over that gray area into the black, that‘s when you‘re in trouble. You just have to be careful. There are certainly legal things that you don‘t
ever go past, and there are certain moral things that you need to be careful about what you‘re doing.
References Coverage
1 Free Nodes\Learning Oriented
Node Coding
2.24%
Reference Character Range 1 2.24% Coverage 6495 - 7036
In fact, I think we took a look at that as becoming a model for how we handle situations like that in the future, and of course we have three of them right now. We can see ahead of time what things look like, what are the warning signs
when something like this that this is happening, and it has definitely helped, so I think it‘s become more of a model for moving forward. We learn a little bit each time and how to do much better, but I don‘t know what we would have done
better. It was the first big one, and we were learning on the fly.
Coding Summary Report
336
References Coverage
1 Free Nodes\People Oriented
Node Coding
0.65%
Reference Character Range 1 0.65% Coverage 16675 - 16832
If you can‘t read what he wants or she wants, you‘re not going to be very successful in what you do, and you‘re not going to be very helpful to your people.
References Coverage
2 Free Nodes\Planning
Node Coding
2.47%
Reference Character Range 1 0.23% Coverage 2192 - 2247
I am also responsible for forecasting goal attainment,
Reference Character Range 2 2.25% Coverage 11480 - 12023
One is I‘m definitely around where people‘s compensation is a concern. You want to make sure you spend a lot of time looking at it, and we do; I don‘t want to mislead you that we don‘t. You have to take into consideration that every goal
that you set in a closed environment, with incentive being such a big part of compensation. Every goal that you set is significant in the amount of dollars in an individual‘s pocket, so you have to look at that like you look at anything else of
importance, when it comes to compensation of the individual.
References Coverage
1 Free Nodes\Politically Astute
Node Coding
0.78%
Reference Character Range 1 0.78% Coverage 17126 - 17315
You have to be able to read the tea leaves, you have to be able to tell what the company‘s looking for, what your boss is looking for, what are the key hot buttons at that particular time.
References Coverage
1 Free Nodes\Problem solving
Node Coding
1.94%
Reference Character Range 1 1.94% Coverage 4035 - 4503
Coding Summary Report
337
We had a person that was a little bit rogue in his managing that business and brought it into a position of being severely overspent, and we took the year after that to try to reorganize how that account had been handled financially
and make sure that we put together, not only a team to manage it, but also processes that would allow us to never have that occur again, and to not get in a position where we were in that shape, where we were overspent like that
again.
References Coverage
1 Free Nodes\Relationship Oriented
Node Coding
2.20%
Reference Character Range 1 2.20% Coverage 4781 - 5314
We‘ve had a lot of success, in particular, at my alma mater. I think, there‘s a relationship that‘s been built there, so
that we get good candidates at these recruiting interviews and then follow that up with second and third interviews. We have had a string of candidates that have come out of there that have gone to do some very positive things within the
organization. It‘s not just my alma mater, but other schools as well, have stayed involved with recruiting in general. That has probably been one of the successes as well.
References Coverage
3 Free Nodes\Results Oiented
Node Coding
0.60%
Reference Character Range 1 - 2 0.43% Coverage 13493 - 13596
Success of a sales manager is primarily around achieving your goals within stated training guidelines.
Reference Character Range 3 0.18% Coverage 16238 - 16281
You‘re a failure if you don‘t get your goal
References Coverage
1 Free Nodes\Satisfaction through others
Node Coding
1.64%
Reference Character Range 1 1.64% Coverage 13786 - 14183
I think the second and probably most important thing, which gets you to that goal, is to figure out how to flip those goals through people. Sales managers don‘t do it themselves, they do it through the team they have built around them.
You can see some fantastic account managers out there that will never be good sales managers, because they can‘t figure out how to get that through somebody else
References Coverage
4 Free Nodes\Training & Developing Salespeople
Node Coding
2.39%
Coding Summary Report
338
Reference Character Range 1 0.19% Coverage 2251 - 2297
personnel development and personnel recruiting
Reference Character Range 2 0.64% Coverage 4625 - 4780
The last one is more of a general thing, but I think recruiting in general. This is a piece that I enjoy, and I like go out and actually do the recruiting.
Reference Character Range 3 0.64% Coverage 9972 - 10127
Now, there‘s much more in the way of trying to have performance improvement plans in place, making sure you‘re working with individuals to try and improve.
Reference Character Range 4 0.92% Coverage 14964 - 15187
guess, that takes us to the third piece that is recruiting and training. It‘s bringing in new people to take the place of those that go on; it‘s training those new people to be ready when those new opportunities arrive.
References Coverage
4 Free Nodes\Understand When to Take Action
Node Coding
4.71%
Reference Character Range 1 0.71% Coverage 7157 - 7328
Living in that situation, yeah, it would have in the first place, certainly been a problem, and they think that it would have been nice if we had recognized that earlier.
Reference Character Range 2 1.19% Coverage 9649 - 9936
I think another thing that is tied a little bit into that second thing would be hanging on to people, maybe, too long. It,
certainly over the years, has changed our focus about how we moved forward, and I‘m trying to remember back to where somebody wasn‘t performing, and we let them go.
Reference Character Range 3 1.67% Coverage 10221 - 10626
Coding Summary Report
339
I know I have, and you let that slide a little bit, and probably let people go a little longer than you should, and that could be damaging to the organization, and certainly for the people around those individuals who are doing their job the way they should be. I think that‘s a de-motivator. There has been a person or two over the last four or five years that I
probably let go longer than I should have
Reference Character Range 4 1.14% Coverage 12953 - 13228
I think that I probably learned that you have to move on those things pretty fast, and unfortunately, if somebody is negative to the organization, because they are not really performing and really can drag you down, more than that risk
you have of starting up someone new.
Total References
Coverage
38
Total Users
2.19%
2
Internals\MonicaFavia22 Document
References Coverage
1 Free Nodes\Adaptable
Node Coding
0.32%
Reference Character Range 1 0.32% Coverage 15613 - 15675
Being able to multitask; you know, you have to really do that.
References Coverage
2 Free Nodes\Analytical
Node Coding
2.19%
Reference Character Range 1 0.55% Coverage 3090 - 3197
I am hired to do a lot of the office work, too, the analyzing of our business, reports, expense management,
Reference Character Range 2 1.65% Coverage 15291 - 15613
Being able to mind and manage the details, so you have to be extremely detail-oriented in the role that I play. When you‘re talking about twenty-two million dollars of business, it‘s a lot of business. It‘s a lot of different ways that it‘s
coming in and out and to be able to mind that, and some of the details for that.
Coding Summary Report
340
References Coverage
5 Free Nodes\Coaching
Node Coding
4.23%
Reference Character Range 1 0.48% Coverage 2509 - 2603
Otherwise, driving sales with our team, side by side, is probably a large percentage of that.
Reference Character Range 2 0.90% Coverage 4692 - 4869
I do have some career reps, some people that have been at it for a while, and being able to challenge them to a point where they‘re doing their job differently and successfully
Reference Character Range 3 0.57% Coverage 6028 - 6140
A lot of motivation and encouraging and checking in, challenging them like I mentioned before with my career rep
Reference Character Range 4 1.96% Coverage 6808 - 7192
I would say suggestions for improvement, yeah, different ways to do things. A lot of—and that‘s another thing that we talk about in our industry and as a manager, that what I‘ve learned is positive reinforcement and not only criticism or
ways to improve. I don‘t like the word criticism. We also talk about things to work on in different scenarios and situations that we can work on.
Reference Character Range 5 0.31% Coverage 13426 - 13486
So, I maybe wasn‘t working with her enough in the beginning
References Coverage
1 Free Nodes\Communication & Listening
Node Coding
1.07%
Reference Character Range 1 1.07% Coverage 17736 - 17946
I‘ve also had to deal with some situations where people hadn‘t made a sales number and had conversations about that and how their sales bonuses were going to change ultimately the next year as a result of that.
Coding Summary Report
341
References Coverage
5 Free Nodes\Empathetic
Node Coding
5.01%
Reference Character Range 1 2.18% Coverage 12776 - 13202
There are also judgment calls that when you think about it, you‘re talking about somebody‘s career, so you want to be darn right; you want to know that it‘s not just, ―She‘s having a bad time with something, that it‘s not just, ―Well, it‘s the
environment of our sales is just that she‘s got this going on that‘s affecting it.‖ You want to know that you really explored and really understood what she was capable of or wasn‘t.
Reference Character Range 2 1.00% Coverage 13488 - 13683
You know, there are a lot of factors that go into it, but I would say that you let it drag on sometimes, because it is such a big decision regarding someone‘s future, and you want to be right.
Reference Character Range 3 - 4 1.24% Coverage 13876 - 14118
I think you have to have empathy for this type of situation. That‘s the hardest thing you have to do. I think, when I had to put her on that Performance Plan, that was probably one of the hardest management jobs I‘ve had to do in this
role.
Reference Character Range 5 0.60% Coverage 17947 - 18064
So, there were a lot of hard conversations that affect people‘s lives, and that‘s where I think I‘ve been challenged.
References Coverage
1 Free Nodes\Intuitive
Node Coding
0.56%
Reference Character Range 1 0.56% Coverage 8762 - 8871
but I think if I had gone with my gut on that, I would have done something a little bit different with that.
References Coverage
4 Free Nodes\Motivate and Lead
Node Coding
2.29%
Reference Character Range 1 0.38% Coverage 2652 - 2726
Coding Summary Report
342
I: Going out with them, training on the job, and just driving our revenue.
Reference Character Range 2 0.58% Coverage 6027 - 6141
A lot of motivation and encouraging and checking in, challenging them like I mentioned before with my career rep.
Reference Character Range 3 - 4 1.33% Coverage 14757 - 15018
To be successful as a sales manager, of the things that come to mind, you have to be able to, in terms of being successful overall, you have to be able to motivate. I do that all the time with my team, finding ways to motivate them,
regardless of the situation.
References Coverage
1 Free Nodes\Planning
Node Coding
0.16%
Reference Character Range 1 0.16% Coverage 11038 - 11070
thinking about the big picture,
References Coverage
1 Free Nodes\Results Oiented
Node Coding
1.70%
Reference Character Range 1 1.70% Coverage 3619 - 3952
We had a successful sales year, so getting the team there with the eight people on the team, we had one person that didn‘t make their sales number, so I‘m waiting for the year when we have everybody making it. But, to have seven out
of eight making their numbers out of twenty-five sales management sales teams, we were number five.
References Coverage
2 Free Nodes\Sales skills
Node Coding
1.32%
Reference Character Range 1 1.08% Coverage 7192 - 7403
Coding Summary Report
343
I got a really great compliment the other day from that rep that‘s been around for twenty-three years, and it was great to hear from him. He said, ―I thought I was good at this job, but he said, You are good.‖
Reference Character Range 2 0.24% Coverage 18748 - 18795
There‘s also ongoing sales training with sales
References Coverage
3 Free Nodes\Satisfaction through others
Node Coding
3.18%
Reference Character Range 1 1.09% Coverage 4175 - 4388
I‘ve hired three people in this position, and two out of the three, I think, are really stellar. So, we have some really great hires, people I‘m even anticipating to actually be Rookie of the Year with our company
Reference Character Range 2 - 3 2.09% Coverage 15676 - 16086
The other piece that comes into it that I think is the biggest shift from being a sales representative for me rather than being a sales manager is that my success is not generated on my own actions. I influence actions, but the success is of
paycheck at the end of the day is a result of how my team does. So, being able to let that go, I think, was a big transition for me going from being a rep to a manager.
References Coverage
3 Free Nodes\Training & Developing Salespeople
Node Coding
2.67%
Reference Character Range 1 1.39% Coverage 1340 - 1612
one of the biggest responsibilities that we have is recruitment, so we recruit and hire, as opposed to having an HR group doing that for us. So, that is one of our biggest jobs, our job responsibility as managers. We also have a training
aspect to our expense management,
Reference Character Range 2 0.43% Coverage 2348 - 2433
I would say that twenty-five percent of our time is spent on training and recruiting
Reference Character Range 3 0.85% Coverage 18907 - 19073
Coding Summary Report
344
Yeah, so we have ongoing SPIN trainings throughout the year. Managers as a whole, we have a managers‘ meeting every June, where all the managers from our team go to.
References Coverage
3 Free Nodes\Understand When to Take Action
Node Coding
5.51%
Reference Character Range 1 1.62% Coverage 7886 - 8204
The first thing I thought about, when I was thinking back to my time as a manager, that I would have done differently,
was I had a person on a Performance Plan last year, and truly I think she may have been put on the plan too late. So, I maybe let two-thirds of the year go through without making a decision earlier.
Reference Character Range 2 2.31% Coverage 11590 - 12043
If I were to think about, ―O.K., not only trusting my judgment, but what‘s going to be the effect of me making a quick call on this?‖ If I‘m going to just hire someone just because I think they‘re going to do a good job, and they‘re not
going to be excellent, how much more time is that going to put on me as a manager later? And, what‘s happening now is that I‘m spending a lot more time with her than I am with someone I hired three months after her.
Reference Character Range 3 1.57% Coverage 14237 - 14544
I remember talking to my family and friends, I said, ―You know, I have to look at it as a business. This is a business decision that, because I didn‘t make that call earlier on, in the end I infected the team, and we still did well, but how
much better could we have done with a different player in there?
Total References
Coverage
32
Total Users
2.32%
2
Internals\MonicaFavia24 Document
References Coverage
2 Free Nodes\Adaptable
Node Coding
4.27%
Reference Character Range 1 3.30% Coverage 5701 - 6477
. I‘m working with a rep based in Wisconsin, who is, in turn, working with a finance user customer that makes a snack mix. The way this customer went about making their snack mix was sort of unique, compared to other people. So, in
working with their rep, there was a very, very in-depth exchange of technical information, as far as the web share and the customer‘s comprehension as to how they like to operate, and we were able to take that information and adjust our
offering, so that it was very, very closely matched with what the customer was looking for. That allowed us to beat the competition, because the competition was trying to give them a ‗cookie cutter‘ solution, if you will, and our solution was
more customized to what they needed, and it worked like a charm.
Coding Summary Report
345
Reference Character Range 2 0.97% Coverage 15663 - 15892
Here‘s what we offer. By the way, Mr. Customer, have you thought of this? If we do A, B and C, this product can save you a lot of money; this product can make you more productive or give you more quality, whatever that may be.‖
References Coverage
3 Free Nodes\Boundary Spanning
Node Coding
3.52%
Reference Character Range 1 1.65% Coverage 9115 - 9502
make sure he‘s compensated for the work that he‘s done. It tends to have a pretty negative consequence of the relationship, and that‘s a real life situation, and unfortunately the circumstances I was in. As much as I tried to direct control the situation, I did not have control of the purse strings, and the rep was not compensated on a timely basis,
and it caused a lot of problems.
Reference Character Range 2 1.41% Coverage 10586 - 10918
At times, there are mistakes made and the proper questions weren‘t asked by anybody. The rep at that point needs to be saved and maintain pressure on principle, but a good relationship –maintain pressure on management, even if they
need to do a third step and continue for everyone‘s benefit, but continue to get things resolved.
Reference Character Range 3 0.46% Coverage 12232 - 12340
They need to be able to articulate those needs very clearly back to management where management understands.
References Coverage
1 Free Nodes\Coaching
Node Coding
2.58%
Reference Character Range 1 2.58% Coverage 4179 - 4785
The sales rep would understand the sales process, but they may not understand the nature of the specific competitors that we‘re dealing with, the sales situation dealing with our product. My role would be to explain how the competition
was going to behave, what the competition‘s strengths and weaknesses were, what their past track record has been, in terms of either discounting price or baiting and switching the customer from one direction to another in trying to get the
business, working with the reps at a very high strategic level and how to come out superior and in a very competitive position.
References Coverage
2 Free Nodes\Customer Orientation
Node Coding
1.53%
Coding Summary Report
346
Reference Character Range 1 0.59% Coverage 12850 - 12988
It is skills, skills, skills, and understanding your product, understanding your customer‘s problem, once your customer‘s needs are met.
Reference Character Range 2 0.94% Coverage 22747 - 22969
You stick to the fundamentals; you bring the customer a product that he needs at a price he can afford and find a way to facilitate those transactions in a clean straight-forward factual approach, you could be successful.
References Coverage
3 Free Nodes\Empathetic
Node Coding
1.65%
Reference Character Range 1 - 2 1.21% Coverage 12056 - 12341
They need to be empathetic, clued to the customer‘s needs, and I don‘t mean that in a touchy, feely sense. They need to be empathetic to the customer‘s needs in the business. They need to be able to articulate those needs very clearly
back to management where management understands.
Reference Character Range 3 0.43% Coverage 12493 - 12595
He or she needs to be empathetic to, not just the customer‘s side, but to the management side as well.
References Coverage
1 Free Nodes\High Energy
Node Coding
1.78%
Reference Character Range 1 1.78% Coverage 19944 - 20362
There was a very, very high degree of self-motivation. In fact, any hint of anything less than one hundred percent self-motivation would immediately put that person that was not motivated on the ‗shit list‘, if you will. In this type of
business and this type of work, it‘s not something where anything less than a hundred percent ‗motivatedness‘ is just not acceptable. You can‘t survive that way. It is all consuming
References Coverage
1 Free Nodes\Learning Oriented
Node Coding
0.88%
Reference Character Range 1 0.88% Coverage 14080 - 14286
Coding Summary Report
347
Part of what the sales manager needs to do is not just to understand his product, but he needs to understand the entire industry and all the other pieces of equipment that can complement what he‘s doing.
References Coverage
2 Free Nodes\Motivate and Lead
Node Coding
3.60%
Reference Character Range 1 2.04% Coverage 13193 - 13672
I would need the ability to keep them motivated towards your product line. The way to do that is through opportunities.
Every rep, every salesman is a shark, and he‘s going to go for the easiest ‗piece of meat‘ in the water. Now, if you own the salesman, then all those ‗pieces of meat‘ are yours; keep them focused, there‘s ‗enough meat in the water‘ for
them. You do that by developing, you‘re marketing activities. It‘s developing interest in the product with a customer base.
Reference Character Range 2 1.57% Coverage 19944 - 20313
There was a very, very high degree of self-motivation. In fact, any hint of anything less than one hundred percent self-motivation would immediately put that person that was not motivated on the ‗shit list‘, if you will. In this type of
business and this type of work, it‘s not something where anything less than a hundred percent ‗motivatedness‘ is just not acceptable
References Coverage
1 Free Nodes\Planning
Node Coding
1.90%
Reference Character Range 1 1.90% Coverage 18411 - 18859
That contact works in relating the strategic situation with the customer in a given sales situation, and jointly mapping
the strategic path board that relates to pricing, that relates to the package of equipment and services that we would be offering, what it consists of. A lot of it has to do with pricing, and a lot of it has to do with trying to understand where
our strengths are relative to the big range competitors that we‘re dealing with.
References Coverage
1 Free Nodes\Product & Industry knowledge
Node Coding
0.91%
Reference Character Range 1 0.91% Coverage 2179 - 2392
For other things, making sure that the reps had adequate knowledge about how to apply the product and see what the customer was trying to accomplish, as well as the commercialized reps, the pricing, the delivery.
References Coverage
5 Free Nodes\Relationship Oriented
Node Coding
2.85%
Coding Summary Report
348
Reference Character Range 1 0.41% Coverage 1945 - 2041
It would be maintaining a good relationship, a sound relationship, may be a good way to put it.
Reference Character Range 2 0.56% Coverage 7005 - 7136
So, there is still trust in communication, and it is driven by that basic relationship you have with your salesperson out there.
Reference Character Range 3 - 4 0.45% Coverage 7675 - 7780
It‘s all about relationship. You just have to continue to reinforce, but it‘s all about relationship.
Reference Character Range 5 1.44% Coverage 9926 - 10264
Then, the execution of that order did not go well, and this caused the relationship between the rep and the customer to
be compromised. The customer questions the trust he put in that rep, and that trickles back and puts the relationship that I have with the rep under stress, as well. The rep is in a very awkward position at that point.
References Coverage
1 Free Nodes\Satisfaction through others
Node Coding
0.94%
Reference Character Range 1 0.94% Coverage 17223 - 17445
In the past, the rep is the one who owned, if you will, the relationship with the customer, and I‘ve said this to my reps numerous times, ―I‘m not you to sell my product; I pay you for your relationship with the customer.
References Coverage
3 Free Nodes\Training & Developing Salespeople
Node Coding
3.76%
Reference Character Range 1 0.92% Coverage 2178 - 2394
For other things, making sure that the reps had adequate knowledge about how to apply the product and see what the customer was trying to accomplish, as well as the commercialized reps, the pricing, the delivery.
Coding Summary Report
349
Reference Character Range 2 2.09% Coverage 2811 - 3303
The training consisted of two areas: One, the technical part of training is to what the scope of the product line was, what piece to use within that product line, or how to apply individual pieces of equipment for a given scenario. The
second one is a little bit on the commercial side. At times, I would charge the reps with the responsibility to prepare their own proposal and generate their own pricing with the material that I have provided them. There was some training
on how to do that
Reference Character Range 3 0.75% Coverage 11367 - 11543
As a sales manager, you need to explain to your customer and to your salespeople, essentially to train your salespeople to please build the proper expectation with the customer
Total References
Coverage
26
Total Users
2.32%
2
Internals\MonicaFavia25 Document
References Coverage
5 Free Nodes\Adaptable
Node Coding
5.40%
Reference Character Range 1 0.64% Coverage 14282 - 14493
They think that they‘ll fit into the process. I think the reality is, as a manager on the front lines, you have to adapt to your customer, and you have to adapt to your sales person to get the most out of them.
Reference Character Range 2 0.59% Coverage 18191 - 18386
I thought one interesting thing would be the corporate goal changing. When we started this process, it was because we were losing money, that the corporate was going through being profit-oriented
Reference Character Range 3 1.86% Coverage 22282 - 22893
The volume didn‘t decline that much, mostly because of my involvement; I spent a lot of time there, because I had
covered that territory; I knew the dealers. I utilized some of my senior reps to come in there at different times, when there was a need for expertise for a training session or if we had a vacancy there, because I did go through a couple of reps in search of trying to find the right one. I used two different extremes: Our initial plan had provided for two reps,
one trainer and one senior, because until I could find a senior, I hired a trainer first. Then our Plan B, Phase 2, got cancelled. So
Reference Character Range 4 - 5 2.31% Coverage 27125 - 27884
Coding Summary Report
350
You have to be adaptable to goals, because they do change, and you have to be able to implement them and understand how they work. It goes back to empathy, too, how they work in that person‘s world. If you know what
motivates your customer, what motivates your sales person, what motivates others in your organization, that can help you get what you want by finding the common interest there that makes a common goal for both of you. So, I would
say adaptability, certainly in my situation here, the goal can change one hundred and eighty degrees and can also change a hundred and eighty degrees back. So, you have to be ready and willing and able to basically walk in the door
with one view, and figure out how to walk out with a completely opposite view.
References Coverage
1 Free Nodes\Boundary Spanning
Node Coding
1.54%
Reference Character Range 1 1.54% Coverage 2880 - 3387
Certainly, internally you had customers of your own sales reps, other officers in the organization and customer service reps I would deal with on occasion, logistics managers, so I‘ve dealt with people on all levels of the organization. Then,
we have a holding company of Kohler; Baker Furniture was a division of Koehler. You certainly had relationships you had to manage on that aspect as well through corporate expectations and then within your division, who we reported to
get to the corporate level.
References Coverage
2 Free Nodes\Coaching
Node Coding
4.55%
Reference Character Range 1 2.79% Coverage 12170 - 13087
I basically drew up an outline of the expectations of the rep, exactly what they were expected to do, and went in
literally and showed them how to do it, even from handling objections, because they had done that on their own, hopefully they had previous experience for the most part, but showed them how that related to the---most of them had dealt with people before, but not merchandisers. So, there was really more on the merchandising side, and explained to them when to ask for the order, how to get the appointment, how to make your presentation relevant to this particular
client, and they had completely different types of clients, from Marshall Fields, a large department store chain, to a single design shop with two designers, who didn‘t have much floor space, but their own unique way. So, really going in
there and letting them know how to get product place in each and how important to spend their time.
Reference Character Range 2 1.76% Coverage 14494 - 15072
I think that you have to do the most, strengthening their best strengths. We all talk about strengthens someone‘s weaknesses, which is important, but I think you also have to reinforce and encourage them to use their strengths and
understand what their strengths are to get the best out of them. If you‘re only looking at their weaknesses, you‘re improving them, but sometimes having them focus on their strengths, and build on those can generate more volume in
the short run, while strengthening their weaknesses can help eliminate excuses that may limit sales in the long run.
References Coverage
1 Free Nodes\Communication & Listening
Node Coding
0.68%
Reference Character Range 1 0.68% Coverage 10836 - 11061
I respected their abilities and let them know I was there when they needed me and to call me, and I would come in to give that management feel to that customer, but I let them run their territory mostly as they already had.
Coding Summary Report
351
References Coverage
1 Free Nodes\Confident
Node Coding
1.87%
Reference Character Range 1 1.87% Coverage 27978 - 28592
I think certainly self-confidence, because you have your sales reps that need to see that and feel that in you, that they know they have someone of authority and power that they could go to and get things done in the organization for them,
that your boss feels reassured that you can accomplish the task assigned to you. The people in the corporation have that respect level for you that when you say things that you have the conviction that those things are true and
accurate, and these are things that need to be acted upon and that you can instill that cooperation, values and image they would expect of you.
References Coverage
1 Free Nodes\Customer Orientation
Node Coding
0.64%
Reference Character Range 1 0.64% Coverage 31844 - 32055
Or, to me, failure in solving that problem for the customer, but they choose a solution that‘s not going to be as satisfactory for them. You know that going in, we told them going in, and it‘s very unsatisfying.
References Coverage
2 Free Nodes\Empathetic
Node Coding
1.51%
Reference Character Range 1 - 2 1.51% Coverage 26347 - 26845
I: I think, as with anything in life, and from a sales perspective, empathy is the most important thing you can have. You
have to have the ability to think, as your customer or your sales representative, or as your boss that empathy helps you understand what they‘re looking for, what their specific hot buttons are to make them react one way or the other. So,
you really have to understand the person you deal with. So, to me, whether you‘re a sales person or a manager, empathy is very important.
References Coverage
2 Free Nodes\Motivate and Lead
Node Coding
2.84%
Reference Character Range 1 0.94% Coverage 13504 - 13812
Most of them had that habit, but that was one thing that I established that I don‘t want to ever hear that you have not returned a call. I understand that we are going to make mistakes as a new person industry. If you make a mistake of
knowledge, that can be corrected; a mistake of lack of effort, can‘t be
Reference Character Range 2 1.90% Coverage 24905 - 25531
Coding Summary Report
352
Also, to motivate the sales person, you want to be likeable and know that they‘re on your team, but that sometimes can eat away at the respect when you need a menial task done, such as administrative report. So, you need to balance
that, and I think that as I learned, I went less on the likeability and more on a firmer hold on the representatives, holding their feet to the fire on---you know, there are menial tasks, and it was important for my respect level to hold
them to those standards. That‘s something, as I evolved as a manager, I became a little less likeable and a little more firm on some basic requirements.
References Coverage
3 Free Nodes\Planning
Node Coding
2.31%
Reference Character Range 1 - 2 0.18% Coverage 2551 - 2611
developing a sales plan would be one of the important things
Reference Character Range 3 2.13% Coverage 23962 - 24661
So, we developed an award, based on the four core competencies stressed by our organization, so that those people who embodied those core competencies could get a reward of free product our company produced to give them more identity with our company, more loyalty and help instill those corporate values that our parent company stressed so
much. So, you get a lot more recognition within them than in the past, so we did also provide for a bonus compensation
that was similar to a commission structure to give them the benefit of an incentive, and also, boost up their pay, because we were afraid we were going to lose some of them, because we were not compensating them compared to the
industry.
References Coverage
1 Free Nodes\Problem solving
Node Coding
0.75%
Reference Character Range 1 0.75% Coverage 31597 - 31844
It‘s your job to solve that problem, and there‘s nothing more aggravating than knowing that there‘s a problem. If you solve it, you can get that sale and being able to figure out the combination of resources need to be put together to
solve that.
References Coverage
2 Free Nodes\Product & Industry knowledge
Node Coding
0.86%
Reference Character Range 1 - 2 0.86% Coverage 26846 - 27128
You have to be knowledgeable of your product to be able to overcome your objections that will come from, again, the
customer, a subordinate, a senior manager or another person in the company. You have to have that product knowledge to be able to talk to them on a certain level. You
Coding Summary Report
353
References Coverage
6 Free Nodes\Relationship Oriented
Node Coding
3.76%
Reference Character Range 1 0.70% Coverage 2651 - 2880
that was a very important thing that we looked at. and relationships, both external and internal. In my division, we work with independent retailers, so having good relationships with the retailers was the number one priority.
Reference Character Range 2 0.51% Coverage 8226 - 8393
I feel really proud that we developed a good team that stayed in place for a long time that allowed the company to leverage those relationships that they developed.
Reference Character Range 3 0.66% Coverage 8742 - 8958
It was very much relationship building both with the buyer, the retail sales person on the floor, or the designer. You had both of those relationships that were very important, and you couldn‘t succeed without both.
Reference Character Range 4 1.19% Coverage 9000 - 9391
but that sales person didn‘t have that relationship with you to know they‘d support you in the sale, and they wouldn‘t sell it through they wouldn‘t pull it through. If you had a great relationship with your sales people, but you couldn‘t get your product on the floor for the buyer, there was nothing there for them to show to be able to sell it through. So, you
really needed both aspects.
Reference Character Range 5 0.09% Coverage 10746 - 10776
I approached them with respect
Reference Character Range 6 0.61% Coverage 24703 - 24905
I think one of my things I learned in those situations was it‘s important to balance likeability with respect, and while they‘re not mutually exclusive, they can be if you‘re an extreme on either side.
References Coverage
3 Free Nodes\Results Oiented
Node Coding
1.61%
Coding Summary Report
354
Reference Character Range 1 0.62% Coverage 25573 - 25776
Yes, and more strict on deadlines and strict on content of reports, because the more I let them slide, the more they seemed to slide. So, my expectations of them grew to help establish my respect level.
Reference Character Range 2 - 3 0.99% Coverage 28688 - 29014
I: Certainly, meeting your goal is the obvious one, whatever sales goal you were given, because with most sales organizations, they are very quota-driven, and there were bonus formulas, that was the formula, regardless. I think
that on a secondary level, to be happy as a person, the quality and the factors are very important
References Coverage
4 Free Nodes\Satisfaction through others
Node Coding
6.84%
Reference Character Range 1 1.50% Coverage 7903 - 8395
So, I think, managing this transition with the type of person that we used for our sales reps, training them on the industry, and using their strengths from previous industries and integrating them was a real accomplishment, and the
fact that they stayed there, successful in their positions for this long period of time. I feel really proud that we developed a good team that stayed in place for a long time that allowed the company to leverage those relationships
that they developed.
Reference Character Range 2 0.73% Coverage 21276 - 21515
our key markets, New York, DC, you name them, the big ones, Chicago is where these stores came, and so changing over the sales force and maintaining our volume with a third of the dealer base remaining was a very rewarding
accomplishment.
Reference Character Range 3 1.14% Coverage 29016 - 29390
I am more proud of my team and how they‘ve developed and how they‘ve been loyal to the organization, and to work with them as a person. To look forward to working with any of my sales representatives, that is as much or more
important to me, as meeting that goal. I want to meet my quota, but I know if we‘re doing all the right things, qualitatively, we‘ll meet that goal.
Reference Character Range 4 3.48% Coverage 29699 - 30843
So, I think my best moment of pride was finding and discovering this talent and molding it into a team and being an
instrumental part of them succeeding in life. In their career, they feel very fulfilled. Being with the company, they feel very proud to be part of the team. That‘s what makes you enjoy getting up every day. Yes, we have a goal; yes, we
have specific things to accomplish, but when there‘s something that gave me more pride than my manager congratulating me at a year and a half. I keep mentioning that, because we really struggled with a weaker sales force
than the rest of the industry for a year and a half. At our Trade Show, myself and all the other regional managers, and my boss all looked at each other and said, ―They‘re there; they‘ve got it.‖ That satisfaction of knowing that you‘ve
trained them and you‘ve developed them, and now they‘re as good as anybody in the industry, and in our case, we were paying them half, and we developed them into someone as good as anyone. When my Philadelphia representative
won the top sales rep of her largest account and the top sales rep in the industry, that‘s a source of pride
Coding Summary Report
355
References Coverage
1 Free Nodes\Support Reps
Node Coding
2.42%
Reference Character Range 1 2.42% Coverage 12171 - 12966
basically drew up an outline of the expectations of the rep, exactly what they were expected to do, and went in literally and showed them how to do it, even from handling objections, because they had done that on their own, hopefully they
had previous experience for the most part, but showed them how that related to the---most of them had dealt with people before, but not merchandisers. So, there was really more on the merchandising side, and explained to them
when to ask for the order, how to get the appointment, how to make your presentation relevant to this particular client, and they had completely different types of clients, from ------- ---------, a large department store chain, to a single
design shop with two designers, who didn‘t have much floor space, but their own unique way
References Coverage
2 Free Nodes\Teamwork Oriented
Node Coding
0.92%
Reference Character Range 1 0.51% Coverage 8226 - 8393
I feel really proud that we developed a good team that stayed in place for a long time that allowed the company to leverage those relationships that they developed.
Reference Character Range 2 0.41% Coverage 29016 - 29152
I am more proud of my team and how they‘ve developed and how they‘ve been loyal to the organization, and to work with them as a person.
References Coverage
4 Free Nodes\Training & Developing Salespeople
Node Coding
2.43%
Reference Character Range 1 0.31% Coverage 10330 - 10431
It was much more hands-on to teach the new people that were hired the business and how it worked.
Reference Character Range 2 0.66% Coverage 11061 - 11278
Whereas, with a new rep, I very much was hands-on to show them how the job was done, to be very visible to their customers, because they didn‘t have the expertise to fall back on, if there was a mistake or a problem.
Coding Summary Report
356
Reference Character Range 3 1.20% Coverage 12167 - 12560
I: I basically drew up an outline of the expectations of the rep, exactly what they were expected to do, and went in literally and showed them how to do it, even from handling objections, because they had done that on their own,
hopefully they had previous experience for the most part, but showed them how that related to the---most of them had dealt with people before, but not merchandisers
Reference Character Range 4 0.27% Coverage 20414 - 20503
We trained them in account prospecting and how to close sales and get their accounts in.
Total References
Coverage
41
Total Users
2.41%
2
Internals\MonicaFavia26 Document
References Coverage
2 Free Nodes\Adaptable
Node Coding
1.42%
Reference Character Range 1 0.54% Coverage 10469 - 10599
When I look at the moves and what I made, I had the intuition to stay on top of the industry and move, and keep up with the times.
Reference Character Range 2 0.88% Coverage 10778 - 10990
Obviously, the computer era came into my era, which I was not familiar with, which was a big struggle. But, change. Don‘t get caught, like the mouse, going to the same corner when the cheese isn‘t there any more.
References Coverage
4 Free Nodes\Coaching
Node Coding
2.18%
Reference Character Range 1 - 2 0.47% Coverage 5903 - 6015
Coding Summary Report
357
I always felt that I was a coach, and I always had a saying that said, ―You can‘t do anything that I can‘t fix.
Reference Character Range 3 0.43% Coverage 6059 - 6162
I worked closely with my sales people; they knew that I was on their side; I was always a rep‘s person;
Reference Character Range 4 1.29% Coverage 8681 - 8990
I think that most of my competitors concentrate so much on the numbers to get to look at the page, and the page of sitting in the office and watching the numbers come in is not how you‘re successful as a manager. You need to get
down in the street with them and work with them, and the numbers will be there.
References Coverage
4 Free Nodes\Communication & Listening
Node Coding
1.92%
Reference Character Range 1 0.70% Coverage 19258 - 19427
but today‘s college graduate, in sales management and also in sales, is lacking a very distinct characteristic of a sales manager, and that is being able to communicate.
Reference Character Range 2 - 3 0.80% Coverage 19967 - 20159
As a sales manager, you can‘t be one who just looks at the numbers; you have to be able to communicate. You have to look people in the eye, get people to trust you; that‘s the most important.
Reference Character Range 4 0.42% Coverage 20449 - 20549
You have to have people skills and communication skills that are more or better than computer skills
References Coverage
1 Free Nodes\Competitive
Node Coding
0.35%
Reference Character Range 1 0.35% Coverage 21246 - 21329
Coding Summary Report
358
Probably the third characteristic would be dedication; you have to have work ethic.
References Coverage
1 Free Nodes\Confident
Node Coding
0.51%
Reference Character Range 1 0.51% Coverage 7112 - 7235
That gave me the confidence that I knew that I needed and I do know the other part of this industry and will do well in it.
References Coverage
2 Free Nodes\Empower salespeople
Node Coding
2.22%
Reference Character Range 1 1.51% Coverage 15023 - 15386
not being able to delegate as well as I should have. Some of the situations that I got myself into, and thinking I was the only person who could do it. Then, you reach a point where nobody else knows how to run this business and if
something happens to you or you change your mind, there goes your good business, because you haven‘t brought anybody along with you
Reference Character Range 2 0.71% Coverage 16023 - 16193
being able to delegate every major deal that would come along and that reps would bring to me, I failed to give them the O.K. and give them the power to make the decision
References Coverage
1 Free Nodes\Ethical
Node Coding
0.36%
Reference Character Range 1 0.36% Coverage 20071 - 20158
You have to look people in the eye, get people to trust you; that‘s the most important.
References Coverage
1 Free Nodes\Impatient
Node Coding
0.93%
Coding Summary Report
359
Reference Character Range 1 0.93% Coverage 16727 - 16950
I: I should have been more patient. I terminated a lot of people. I had this theory that, ―I‘m going to train you, and if you don‘t make it, I‘ll just –― There was a point where I just said, ―That‘s it. You‘re out of here.‖
References Coverage
1 Free Nodes\Intuitive
Node Coding
0.37%
Reference Character Range 1 0.37% Coverage 10510 - 10598
I had the intuition to stay on top of the industry and move, and keep up with the times
References Coverage
2 Free Nodes\Learning Oriented
Node Coding
1.64%
Reference Character Range 1 0.24% Coverage 10600 - 10658
You can‘t become stagnant when you‘re in a sales position.
Reference Character Range 2 1.40% Coverage 13175 - 13511
Maybe some people are lucky enough to go through life without failures. Some people take failures and run and hide, and you come right back. I probably learned as much from them. I‘ve had a few failures; I haven‘t had as many failures
as I‘ve had successes, but I think I‘ve learned more from my failures than I have from my successes.
References Coverage
1 Free Nodes\Patient
Node Coding
0.14%
Reference Character Range 1 0.14% Coverage 16730 - 16763
I should have been more patient.
Coding Summary Report
360
References Coverage
1 Free Nodes\People Oriented
Node Coding
0.35%
Reference Character Range 1 0.35% Coverage 8596 - 8680
I‘m really up into people, and at the end of the people, the corporate numbers come.
References Coverage
3 Free Nodes\Satisfaction through others
Node Coding
2.25%
Reference Character Range 1 0.42% Coverage 6620 - 6720
things I could give them, and then that would further help me to make my goals with the company.
Reference Character Range 2 0.92% Coverage 8311 - 8533
my emails are filled with little success stories of other people who have had and trained in my thirty years of doing this, thanking me and have given me some little quotes and stuff and the funny things I used to say like
Reference Character Range 3 0.91% Coverage 9563 - 9782
the people that have been responding to me, on the average of six, eight, ten people a year, and every month I get a call from somebody that‘s thanking me for helping to build their career, that‘s why it is just amazing
References Coverage
3 Free Nodes\Training & Developing Salespeople
Node Coding
0.77%
Reference Character Range 1 - 2 0.40% Coverage 5807 - 5902
Well, as sales manager, I always took the approach that my job was to help and train my people.
Reference Character Range 3 0.37% Coverage 6527 - 6617
Coding Summary Report
361
I always felt that my first responsibility was to them and to give them the best training
References Coverage
1 Free Nodes\Understand When to Take Action
Node Coding
0.60%
Reference Character Range 1 0.60% Coverage 20550 - 20694
The other thing is that when you get into sales management, you have to know that you‘re a decision maker. Your job there is to make decisions.
Total References
Coverage
28
Total Users
1.07%
2
Coding Summary Report
VITA
Monica J. Favia (570)204-5232
1105 Sandy Valley Rd. White Haven, PA 18661 [email protected]
____________________________________________________________________________
EDUCATION
Ph.D. -The Pennsylvania State University: Workforce Education and Development
Dissertation Topic: Competencies of Sales Managers
-Lehigh University – Completed graduate certificate in Supply Chain Management, December, 2009.
M.S. - The Pennsylvania State University: Management & Organization;
. Thesis topic: Ethics in Negotiations
MBA.- Shippensburg University: Specialization- Human resource management
BA. - Shippensburg University: Journalism with a public relations emphasis, minor area: marketing
___________________________________________________________________________
ACADEMIC EXPERIENCE
Instructor - Marketing Department Bloomsburg University, Bloomsburg, P A
2002 – present
Instructor - Management Department Bloomsburg University, Bloomsburg, P A
2000 – 2002
Instructor - Management Department James Madison University, Harrisonburg, VA
1996-1997
Instructor National Business College, Harrisonburg, VA
1994-1995
Instructor - Department of Administrative Science Clarion University, Clarion, PA
Spring 1992
Teaching Assistant - Dept. of Mgmt. & Organization Pennsylvania State University
1990 -1991
- Taught two sections of Human Resource Management
PUBLICATIONS & PRESENTATIONS
- "Does Business Ethics Education Contribute to the Unethical Behavior of Business
Students?" with Pamela Wynn, The Applied Business and Entrepreneurship Association
International 2008 Conference, presentation and published proceedings.
- Role-playing for Building Sales Skills. (2008) Dubuque, Iowa Kendall/Hunt Publishing Company.
- "An Empirical Investigation of the Use of Role-plays Versus an Interactive Computer Simulated
Sales Call in the Training of Sales Skills" The Northeast Decision Sciences Institute, 2006
Conference, presentation and published proceedings.
- "Reactions to unjust dismissal and third party dispute resolution: A justice framework," (with Stuart
Youngblood and Linda Trevino) The Employee Rights and Responsibilities Journal, Spring, 1993.
- "Human resource planning to recruitment: A problem solving approach." (with Scott Snell) in H.J.
Bernardin (Ed.) Human Resource Management: An Experiential Approach. New York: McGraw,
1992.
OTHER ACADEMIC RELATED ACTIVITY
- Speaker, March 19, 1998 - Shenandoah Chapter of the National Society of Fund Raising Executives.
Topic: "Business Ethics- Why good people do bad things."
- Speaker,. Nov. 21, 1997 - Fifth Annual Management Accounting Seminar, Virginia Skyline Chapter
of the Institute of Management Accountants. Topic: Business Ethics.
- Speaker, July 26, 1997 - Third Annual Advanced Management Institute, National Association of
College Auxiliary Services. Topic: Business Ethics.