, they want to know how to get there. Do you have a plan? Is it clear cut and understandable? Does everyone know what part they play in your plan? What is their plan? Do they know their daily schedule?

Be pro-active, not reactive

When dealing with potential adversity it isn't always going to go your way. You must be the calming force. Take time to collect your thoughts before you say anything. Be the leader and teach your people how to deal with downturns in business, customer relations problems or employee unrest.

Create a sense of belonging.

Everyone needs to belong. It reassures us. It is a place of comfort. Make your workplace that place.

Invite input.

You do not know it all. Sorry to burst your bubble. Your people have great ideas. People who are newer to your business see things from a different and fresh perspective. Listen to what

What style of management best describes you? Of the most common 4 there is a "best" one? Take a look at this list and see which you think you are. Careful, after you read about each you might want to change your mind.

• AUTOCRATIC MANAGEMENT
• WORK MANAGEMENT
• INDIVIDUAL MANAGMENT
• DEMOCRATIC PARTICIPANT MANAGEMENT

Autocratic Management

This is the “my way or the highway” manager. You will recognize this by the string of broken salespeople left in their wake. They will get results, but will experience high staff turnover. Their customer relationships are poor and they get very little repeat or referral business. The result is high advertising costs in an effort to continually find new customers. The cost in human capital,i.e., recruiting and training is even greater.

WORK MANAGEMENT

This manager believes in but does not have complete trust of subordinates. Their time is spent checking and double checking for errors, abuse of company policy and gets bogged down in details that do not promote sales. Their focus is on organization and structure. Important yes, but not the main objective. Selling is secondary to this manager. This style makes a great assistant sales manager under the right guidance.

INDIVIDUAL MANAGEMENT

Confidence and trust in his people is the strong suit of this manager. They share information freely with salespeople and are "one of the gang". This can lead to confusion if the need arises to exert the authority of their position.

DEMOCRATIC/PARTICIPANT

According to A. L. Mazlow, renowned management expert, 80% of employees respond positively to this style.

Since style number 4 is the most desirable lets find out why.

Is involved. Takes action.

Are you a manager who creates business? When business is slower than you would like what steps do you take? Use slower periods for one-on-one sessions with your salespeople. Schedule additional training. Do now allow your people to be idle.

Has empathy and genuine concern for employee growth and success.

This is worth repeating...THEY DON'T CARE HOW MUCH YOU KNOW UNTIL THEY KNOW HOW MUCH YOU CARE. You are the person they look up to. It is your responsibility to help them. They have to know you have their best interest at heart. At All Times.

Solves problems through the use of knowledge and expertise.

Your people will respond to "let me help you" much quicker than "because I told you to do it this way". Show them why your way is beneficial to their success. It may take a few moments longer but the result is long lasting.

Create change when necessary, not for the sake of change.

People like stability. Do not get on the program of the month club. Find what works and stick with it. This allows your team to concentrate on selling, not learning the new program.

Develop people for the future.

You will find no greater satisfaction as a Sales Manager than seeing one of your people receive a promotion. You are the one who gave them the skills and knowledge. You helped them succeed. They will not forget you. I receive phone calls, cards and letters from people who are General Managers, General Sales Managers and Sales Managers who started as beginning salespeople that thank me for what I taught them. It is a humbling and rewarding feeling...YOU Can Never Get what YOU want until You help someone else get what THEY want.

Create a clear road map to achieve objectives.

You are the leader, they want to know how to get there. Do you have a plan? Is it clear cut and understandable? Does everyone know what part they play in your plan? What is their plan? Do they know their daily schedule?

Be pro-active, not reactive

When dealing with potential adversity it isn't always going to go your way. You must be the calming force. Take time to collect your thoughts before you say anything. Be the leader and teach your people how to deal with downturns in business, customer relations problems or employee unrest.

Create a sense of belonging.

Everyone needs to belong. It reassures us. It is a place of comfort. Make your workplace that place.

Invite input.

You do not know it all. Sorry to burst your bubble. Your people have great ideas. People who are newer to your business see things from a different and fresh perspective. Listen to what

ot have complete trust of subordinates. Their time is spent checking and double checking for errors, abuse of company policy and gets bogged down in details that do not promote sales. Their focus is on organization and structure. Important yes, but not the main objective. Selling is secondary to this manager. This style makes a great assistant sales manager under the right guidance.

INDIVIDUAL MANAGEMENT

Confidence and trust in his people is the strong suit of this manager. They share information freely with salespeople and are "one of the gang". This can lead to confusion if the need arises to exert the authority of their position.

DEMOCRATIC/PARTICIPANT

According to A. L. Mazlow, renowned management expert, 80% of employees respond positively to this style.

Since style number 4 is the most desirable lets find out why.

Is involved. Takes action.

Are you a manager who creates business? When business is slower than you would like what steps do you take? Use slower periods for one-on-one sessions with your salespeople. Schedule additional training. Do now allow your people to be idle.

Has empathy and genuine concern for employee growth and success.

This is worth repeating...THEY DON'T CARE HOW MUCH YOU KNOW UNTIL THEY KNOW HOW MUCH YOU CARE. You are the person they look up to. It is your responsibility to help them. They have to know you have their best interest at heart. At All Times.

Solves problems through the use of knowledge and expertise.

Your people will respond to "let me help you" much quicker than "because I told you to do it this way". Show them why your way is beneficial to their success. It may take a few moments longer but the result is long lasting.

Create change when necessary, not for the sake of change.

People like stability. Do not get on the program of the month club. Find what works and stick with it. This allows your team to concentrate on selling, not learning the new program.

Develop people for the future.

You will find no greater satisfaction as a Sales Manager than seeing one of your people receive a promotion. You are the one who gave them the skills and knowledge. You helped them succeed. They will not forget you. I receive phone calls, cards and letters from people who are General Managers, General Sales Managers and Sales Managers who started as beginning salespeople that thank me for what I taught them. It is a humbling and rewarding feeling...YOU Can Never Get what YOU want until You help someone else get what THEY want.

Create a clear road map to achieve objectives.

You are the leader, they want to know how to get there. Do you have a plan? Is it clear cut and understandable? Does everyone know what part they play in your plan? What is their plan? Do they know their daily schedule?

Be pro-active, not reactive

When dealing with potential adversity it isn't always going to go your way. You must be the calming force. Take time to collect your thoughts before you say anything. Be the leader and teach your people how to deal with downturns in business, customer relations problems or employee unrest.

Create a sense of belonging.

Everyone needs to belong. It reassures us. It is a place of comfort. Make your workplace that place.

Invite input.

You do not know it all. Sorry to burst your bubble. Your people have great ideas. People who are newer to your business see things from a different and fresh perspective. Listen to what

n.

Are you a manager who creates business? When business is slower than you would like what steps do you take? Use slower periods for one-on-one sessions with your salespeople. Schedule additional training. Do now allow your people to be idle.

Has empathy and genuine concern for employee growth and success.

This is worth repeating...THEY DON'T CARE HOW MUCH YOU KNOW UNTIL THEY KNOW HOW MUCH YOU CARE. You are the person they look up to. It is your responsibility to help them. They have to know you have their best interest at heart. At All Times.

Solves problems through the use of knowledge and expertise.

Your people will respond to "let me help you" much quicker than "because I told you to do it this way". Show them why your way is beneficial to their success. It may take a few moments longer but the result is long lasting.

Create change when necessary, not for the sake of change.

People like stability. Do not get on the program of the month club. Find what works and stick with it. This allows your team to concentrate on selling, not learning the new program.

Develop people for the future.

You will find no greater satisfaction as a Sales Manager than seeing one of your people receive a promotion. You are the one who gave them the skills and knowledge. You helped them succeed. They will not forget you. I receive phone calls, cards and letters from people who are General Managers, General Sales Managers and Sales Managers who started as beginning salespeople that thank me for what I taught them. It is a humbling and rewarding feeling...YOU Can Never Get what YOU want until You help someone else get what THEY want.

Create a clear road map to achieve objectives.

You are the leader, they want to know how to get there. Do you have a plan? Is it clear cut and understandable? Does everyone know what part they play in your plan? What is their plan? Do they know their daily schedule?

Be pro-active, not reactive

When dealing with potential adversity it isn't always going to go your way. You must be the calming force. Take time to collect your thoughts before you say anything. Be the leader and teach your people how to deal with downturns in business, customer relations problems or employee unrest.

Create a sense of belonging.

Everyone needs to belong. It reassures us. It is a place of comfort. Make your workplace that place.

Invite input.

You do not know it all. Sorry to burst your bubble. Your people have great ideas. People who are newer to your business see things from a different and fresh perspective. Listen to what

nge when necessary, not for the sake of change.

People like stability. Do not get on the program of the month club. Find what works and stick with it. This allows your team to concentrate on selling, not learning the new program.

Develop people for the future.

You will find no greater satisfaction as a Sales Manager than seeing one of your people receive a promotion. You are the one who gave them the skills and knowledge. You helped them succeed. They will not forget you. I receive phone calls, cards and letters from people who are General Managers, General Sales Managers and Sales Managers who started as beginning salespeople that thank me for what I taught them. It is a humbling and rewarding feeling...YOU Can Never Get what YOU want until You help someone else get what THEY want.

Create a clear road map to achieve objectives.

You are the leader, they want to know how to get there. Do you have a plan? Is it clear cut and understandable? Does everyone know what part they play in your plan? What is their plan? Do they know their daily schedule?

Be pro-active, not reactive

When dealing with potential adversity it isn't always going to go your way. You must be the calming force. Take time to collect your thoughts before you say anything. Be the leader and teach your people how to deal with downturns in business, customer relations problems or employee unrest.

Create a sense of belonging.

Everyone needs to belong. It reassures us. It is a place of comfort. Make your workplace that place.

Invite input.

You do not know it all. Sorry to burst your bubble. Your people have great ideas. People who are newer to your business see things from a different and fresh perspective. Listen to what

, they want to know how to get there. Do you have a plan? Is it clear cut and understandable? Does everyone know what part they play in your plan? What is their plan? Do they know their daily schedule?

Be pro-active, not reactive

When dealing with potential adversity it isn't always going to go your way. You must be the calming force. Take time to collect your thoughts before you say anything. Be the leader and teach your people how to deal with downturns in business, customer relations problems or employee unrest.

Create a sense of belonging.

Everyone needs to belong. It reassures us. It is a place of comfort. Make your workplace that place.

Invite input.

You do not know it all. Sorry to burst your bubble. Your people have great ideas. People who are newer to your business see things from a different and fresh perspective. Listen to what they say and evaluate their ideas and suggestions.