5 Dominant Styles of Direct Sales Force Leaders

(Foreword: What I am sharing now is a re-production (with modifications) of an article which I contributed quite some years ago to the in-house magazine of American International Assurance (AIA), Malaysia. Although I am no longer with this company, which I served for more than three decades, yet I still retain all my written contributions in my personal file for sentimental reasons. I sense the basics of leadership with regard to running sales force groups or units – commonly termed as agencies in the insurance industry – have not much differed, but stood as prevalent styles until today. While the contents of the article are more related to the insurance industry, I believe the same could be applicable to direct sales force leaders of other industries whose key role is to work with their members for the key objective of bringing in the sales.)

In my many years of attachment to AIA, I have had countless memorable interactions with agency members. I have had carved a great interest in observing varying working relationship types between agency leaders and their group members. The way a leader deals with his agents invariably reflects his main functional characteristic, and therefore his leadership style.

The points expressed here are based on notes recorded by me from personal observations. Of the five styles which I am propounding, none is more superior over the rest. All styles are equally potent provided they are applied in the right perspective. However, if executed without prudence, each style may bring about setbacks; hence I also highlight some “caveats” that should be noted as precautions. 

THE DISCIPLINE/COMMANDING TYPE

Autocratic. Normally a disciplinarian too. Likes to give instructions. Serious. Expects members to fully adhere  to his instructions. Frequently admonishes members. Direct. Stringent. 

The style works well…… provided:-

• Leader shows leadership by example.
• Leader has a store of other good qualities to attract “natural” respect rather than demanding “forced” respect.

If applied excessively without discernment, members will either rebel or avoid coming into contract with the leader.

THE TECHNICAL/EDUCATIONAL TYPE

Functions like a teacher. Implements systematic programmes. Emphasises on techniques, skills and product knowledge. Places foremost importance on training than anything else.

To be effective:           

• Leader must be knowledgeable and skilful enough to handle all technical aspects.
• Members are receptive to training and learning – mostly of the younger set.
• Practical methods like joint fieldwork and role plays should also be incorporated into the training programmes.

Beware: Agents who are over-taught to be engrossed in knowledge-seeking focus may develop a tendency to become “academicians” instead of sales persons.  This kind of leader should always remember to guide members to drive for sales while acknowledging the need to allot some time in “sharpening the saw”.

THE PUBLIC RELATIONS TYPE

Goodwill is the key word. Uses interpersonal and human relationship techniques to secure support from  members. Having fellowship activities with members, e.g. lunch or dinner, is a common feature. Leaders in this category are normally generous. Probably shows care and concern or empathy as a means to establish goodwill.  Such a leader maintains cordial relations with members. 

Possible drawback:  Some members, for example the high producers, might take advantage of their leader’s goodwill to demand for special attention, like special incentives. Due to the culture of cordial relations, it may not be easy for the leader to manage the situation. Likewise, it may not be easy for the leader to exert discipline and control over errant members.

Another caution:  Any expression of care and concern must be reflective of sincere intentions. Such gestures, if perceived to be “superficial” by members, will be counteractive.

THE PROBLEM SOLVING TYPE

Deems his role as a “saviour”.  Whenever a member faces a problem, he is ever ready to help. Spends much time in counselling, correcting and handling problems for members. Has tendency to take over member’s tasks in difficult situations.

Major snag: Likelihood of members becoming over-dependent on the leader. They may not be able to solve problems on their own, or intentionally pass the buck to him since the latter is willing to step in. The side effect is that he will be too bogged down handling problems for members at the expense of other aspects that also need his attention. He also stands the risk of being labelled ineffective if results of his intervention turn out unfavourable to members. Another side effect is, the calibre of members will be stifled.

THE MOTIVATION TYPE

A convincer. A morale booster. Possesses charisma and eloquent skills. Deploys psychology to a great extent for pepping up members. Knows how to hit the soft spot or hot button of a member.

Combined with technical and public relations skills, the motivator becomes a dynamic personality.

Important reminder:  Avoid providing lip service. Some motivators convince others what to do but without demonstrating how to do – there is no follow-through. An adept motivator is one who also guides his subordinates to reach the destination after having spurred them to embark on the journey.

To sum up, I wish to portray the following comments:

Some leaders feature one of the five as their dominant style. Some manifest a combination of two or more in varying degrees. Those who do not possess any – albeit only a few – would be in a very precarious situation, for the probability that they would ultimately fail as leaders is eminently imminent. On the contrary, an outstanding leader is able to execute all five styles in alternation, depending on the situation at hand and character of the member he is interacting with. And he applies each style prudently.

Since not many are endowed with all the five styles, what then?

The long range solution is to find ways and means for upgrading oneself in the areas one is lacking. For example, if a leader has not been very much of a motivator all this while, it is time he learns to be more expressive. It is time he learns how to identify and then hit the hot buttons of members In his group. Acquiring “people” knowledge will be an added strength.

The short range solution is easier but transient – that is, to secure for help or influence of third parties. For example, if a leader lacks the necessary technical qualities, he may want to request the assistance of a trainer in the company to help impart relevant knowledge to his team. But bear in mind, borrowing influence from related third parties can only work on ad-hoc basis. It will never last as a permanent or long term arrangement.

QUOTES ON LEADERSHIP:

• Easiest measure of leadership is by looking at the calibre of people who choose to follow and stay with the leader (My own coined phrase)
• Leadership is action, not position (Donald McGannon)
• You can only lead a follower along the same path and to the furthest point that you yourself have gone. But in the longer run, you should  encourage (not lead) him to explore new paths - of course with your initial guidance - so that he can lead his own followers along his paths one day (My own coined phrase)
• Leaders gain strength by sharing strength (Unknown)
• A leader is a dealer of hope (Napolean Bonarparte)