Sales Leadership: Reactivity and a Competent Approach

Reactivity and a Competent Approach

In our last series of blogs we shared with you how 3 different types of individuals react to conflict or difficulty by initially taking a Positive Outlook and denying they may have a problem.  Today we’ll look at the second triad, our Competency Group and see how the 3 different styles in this group initially react to conflict or difficulty by remaining calm, detaching from their feelings or emotions and looking to solve problems logically.

One

They look to stay within the rules, remain clam, stay organized and focus on high standards and doing things the “right” way. The ultimate goal is to get things done perfectly by working within the system.

For the sales manager, this can present a series of problems as a sales person with this approach can:

A. Take too much time gathering the facts, data and over-analyzing the situation.

B. Become viewed as cold or insensitive.

C. Become too focused on what is not working right, and becoming resentful toward others who do not adhere to the same standards.

Sales Manager Focus

1. Ask the sales person to examine their intuition and notice what their instincts guide them versus collecting facts, figures and data. There’s a strong chance they already know what needs to be done, and can minimize some of the time spent on collecting data.

2. What does the sales person enjoy doing outside of work that’s fun.  See if you can remind them to focus on having fun versus only feeling the responsibility of “work.”  The goal is to help soften the need to be “perfect” and recognize that the work may be good enough just the way it is.  By doing this they can spend more time prospecting,selling and having fun. 

3. Make sure you understand their challenge of being Competent. By remaining this way all the time what is the sales person possibly avoiding? Remember his or her strength of being responsible has a “shadow side” and this shows-up as being resentful and holding anger within.  Instead, see if you can help them to develop a way to release this anger in a gentle way when they first begins to sense it, and always remind them to have FUN and not work so hard.

Two

They remove themselves from the system and rules. They want to work on their own, independently, researching facts, material, data and the process so they can provide the best solution based on their own knowledge and research.

For the sales manager, this can present a series of problems as a sales person with this approach can:

A. Take too much time gathering the facts, data prior to moving into action.

B. Be perceived as cold or insensitive, as they rarely look to connect with others through their feelings or emotions.

C. Become overwhelmed by rules, procedures and requests that feel highly intrusive.

Sales Manager Focus

1. Ask the sales rep to balance their desire for time alone and increasing their time spent with clients. As his manager, how can you help him have more fun doing this.

2. Emphasize the need to spend more time building relationships, and develop a plan where they can do nothing more than network and learn more about other people. 

3. Make sure you understand the challenge of remaining Competent and what are they possibly avoiding? Remember their strength of being logical and calm protects them from having to share their own feelings and emotions. Instead, see if you can help him begin to share with you and others what he’s feeling. Ultimately, they may begin to see their relationships improve and the need to sell features and benefits will become better balanced by connecting with others.

Three 

They like to work within the system but are not afraid to go outside of it, possibly bending the rules so they can work efficiently to correct the problem, potentially using it to their advantage. Ultimately they want to return to their own goals and success so others can recognize what they have done.

For the sales manager, this can present a series of problems as a sales person with this approach can:

A. Move to quickly to find an efficient answer, but not necessarily the best answer, potentially overlooking key details.

B. Avoid the problems or issues if they do not feel competent on the topic.  

C. Becoming more focused on what’s best for them versus what might be best for the client or your company.

Sales Manager Focus

1. Ask them to develop a plan to spend more time looking and evaluating key details prior to moving into action. Remind them of the importance of checking all the facts prior to moving into action and how this may enhance their overall image, both with clients and their company.  Even if this slows them down, they will relate to the extra attention it might bring.

2. Ask him to rethink his role as the “expert” and begin to work on his softer skills for probing and asking empowering questions that will provide him with more details.

3. Find ways where you can applaud them for providing solutions that may not impact him directly but do impact the client and company.  Recognizing their accomplishments will increase your opportunity to motivate him to do more for others.

As you have seen, even though the 3 types of sales people remains Competent during conflict or difficulty, the patterns of their behavior may not be so positive for you or your company. Our next section will look at REACTIVITY, and how the last triad initially responds to conflict and difficulty with an Emotional Reaction.

John Brambert is the President of Trinity Performance Group, a team of seasoned Executive Coaches trained in the leading worldwide coaching programs. Trinity Performance Group’s goal is to provide a wide range of executive coaching, leadership and team development, and related services to our clients.  See More in John>