(Foreword:  I wish to impress upon chief executives regarding their accountability in managing manpower prudently. Few top corporate leaders heed this vital aspect – the reason why most head honchos fail to mould their respective organisation into pristine shape. A dynamic chief cannot execute manpower optimisation (immaculate utilisation of personnel) alone. He needs a very experienced human resource director as the complementing bolster, working side by side to implement sound manpower policies that spur effectiveness and efficiency in employees, i.e. doing the right things in the right way to bring in the right results.)

One common leadership concept promulgates the onus of providing guidance to a group of people by a key individual who takes charge over them. That is quite correct albeit somewhat a narrow perception. Why do I say so? Well, let me elaborate by citing the analogy of a revered world class football team manager. Question: To start with, how does the manager form his successful team? Simple answer: Contracting the right players for the right team combination. Yes, placement of the right combination of players for the various positions of play according to their respective specific prowess is the formidable football team’s potency.

Likewise, a prolific business leader’s prime task is to form a wholesome manpower combination in terms of outlining specific roles and appointing befitting personnel to manifest those roles. Only by a corporate leader’s efficacy to place the right people in the right jobs can vibrant group results then materialise. Two key considerations: The roles must be essential; the people assigned to handle their respective essential role must be fittingly cut for the job functions.

Forming a potent manpower structure should be the primary undertaking of a chief executive who covets to be a prolific leader. The grooming part for personnel should assume the secondary (as sequel to the primary undertaking) phase. And why do I say that? Simple logic: If the overall group comprises inept employees at large, personal development efforts will not make any difference to the group performance. It is like trying to groom lame ducks with the hope of them evolving into agile swans. Reinforcement and development programmes for employees should be the second phase after having formulated a holistic manpower optimisation direction.

Executing the placement of the right people to the right roles covers two-prong:

An efficacious interview process with “probing” questions assists to arrive at conclusions regarding an interviewee’s job fit based on the points below:

I would agree if you say manpower optimisation is not easy to attain, particularly in the aspect of restructuring roles and size of existing personnel. The revamp needs prudent execution to avoid dampening of morale and work ambience, which if not prudently managed, will ultimately trigger backlash. Moreover, revamping existing manpower is an intricate exercise that entails some time drags. No doubt the element of empathy cannot be ignored too, so it is up to corporate leaders to apply holistic discernment – provide further training to those who have potentials for development - whether for an enhanced capacity or changed role, and to encourage the mismatch ones to opt for separation for their own good. Notwithstanding the arduousness of revamping existing personnel, the top echelon in a corporation could first start off to institute a concrete recruitment module that helps to select the right candidates to fill up vacancies of necessary roles.

Like it or not, manpower “re-modelling” in any industry is inevitable with the advent of AI. It is going to be a mixed composition of humans versus “intelligent” machines landscape from henceforth. For example, at the time of my scribing now, a prominent life insurance conglomerate in Singapore had already placed two robots at its customer service office. A humanoid (robot with human looks) handles interactive policy services with customers. The other, resembling R2-D2 of the Star Wars movie, engages in simple enquiries and directs customers to the right service personnel. Evidently, human manpower role profiles are undergoing progressive changes; the horizon for manpower optimisation will thus be subjected to varying scopes continually in phases as time moves on.

Operations and cost efficiency in any business represents one of the bastions for business thrift and thrive. A wholesome manpower optimisation upholds this bastion. This is where the top leadership echelon should come into play by way of implementation. As rife competitions set into the new business era, sustenance of any enterprise will invariably depend on both effectiveness (doing the right things) and efficiency (doing things the right way) of manpower side so that wholesomeness can be attained by them doing the right things in the right way......all the way.

Concluding Statement: A company may still make profits without optimising its prevailing manpower. But if more profits can be made by optimising, why not do it?

Concluding Reminder: First, design a workable plan for manpower optimisation before designing a programme for further manpower grooming.

Quotes:

# What is important is for employees to always re-skill and up-skill, especially in trying to work along with technologies (Datuk Shamsuddin Bardan, Malaysian Employers Federation Executive Director, in The Star daily of 9 August 2019).

# To ensure you have someone who can successfully manage your company, keep a stream of strong candidates flowing into every position. But sometimes you may need to hire from outside (The Star daily, 7 September 2018).

# Another important consideration is whether or not an applicant fits into your company’s culture (Sir Richard Branson, as published by The Star daily).

# An overwhelming body of research shows that mental ability tests and structured interview based on a good job analysis are the most valid methods for predicting how somebody is likely to perform in the workplace (Scott Ruhfus, Managing Director of Saville Consulting Asia Pacific).

# I believe that one of the greatest failures of an enterprise is the inability to make a turnaround by keeping employees who do not deliver but good in giving excuses (unknown source).

# It is important to bring in the right people. Equally important, or more so, is to manage out the wrong ones (unknown source).

#Whichever business a company is in, in reality the company delves in “people business” as its priority, because only the right set of people deployed to do the vital jobs can avert failures (my self- composed quote).

# The accountant’s role will not become obsolete but will transition to a more strategic role by focusing on growth and better ways to invest and spend, based on the robot’s daily duties and real-time reporting…..PwC’s findings suggest AI’s role in finance will evolve. It’s argued that companies will think of the robot as the accountant’s automated assistant, not a replacement (https://www.avidxchange.com).

Often expounded in corporate business circles are the words, TRANSFORMAION and INNOVATION. Seldom seen or known are companies achieving transformative and/or innovative thrusts. Donning the desire to drive a major change toward an identified destination forms the initiating simple step. Then, formulating a structured process to take the endeavour through constitutes the onerous and lengthy next prime step, which is essential for reaping success. For example, the next prime step should decide what specific projects to embark on. The decision itself emanates from detailed analyses and intense deliberations by relevant parties. This relates to sagacious leadership empowered to activate such moves.

I have had often heard of top leaderships launching major change programmes for their respective corporation but sad to say most were without salient impactful results. Obviously, these leaders were not cognitive what it would take to formulate the implementation process. They might not even comprehend whether the intended programmes were the right ones befitting to uplift the status of their corporation – perhaps they merely plucked an idea out of the blue for purpose of portraying a new branding feel to its business. Having the noble intent for transforming is only conception; the ability to drive the change projects immaculately represents the delivery mould. Any clarion call for transformation or innovation without any formal structure will likely end up uneventful.

First thing first, a corporate directional overhaul must be propelled by the topmost decision makers and drilled downwards to all echelons. Board of directors and the chief executive are the main protagonists for calling a major facelift. Once decided upon, they may then appoint the transformation leader (if not the CEO himself) and team, which must be empowered. Besides being empowered, the team must comprise the right leader (with the right characteristics, knowledge and experience, acting as the specialist) to guide the right team members in order to be effective. 

A transformative intent is always initiated by the topmost echelon in an entity, then engineered by the selected empowered team to pave the driveway – this is the beginning. The engineering sequel reflects the bane (work strain) before the boon (beneficial results), constituting an orderly procedure for efficacious execution. May I now share my recommendation for structured follow-through by the empowered team:

To identify the right direction for embarkation, research is essential to fully realise the prevalent situational overview faced by the entity concerned. The task involves studying all pertinent facts and data pertaining to the current situation - like where the organisation stands now in comparison with competitors, what is the progress attained thus far over the years, the hurdles etc. Only when the important details are at hand after a cumbersome research, can a proper diagnosis be done on why progress is stymied.

I am an ardent believer of the SWOT model (originated by Albert Humphrey) for diagnostic exercises. It helps to officially document the corporate strengths (S) and weaknesses (W) of an entity. It also outlines the potential opportunities (O) while noting the looming threats (T).

Top executives in any large entity should aptly understand where its strengths lie so that they can capitalise on the strengths; they ought to recognise its weaknesses, to implement improvements on the weaknesses (albeit not possible to eradicate all weaknesses in one go). They should garner the strengths and improvements on weaknesses for tapping the potential opportunities and circumventing imminent threats pacing at the corporate doorsteps. Such analytical efforts of its empowered team entail intense diagnostic information for viewing by all pertinent officers.

This activity comes in after having obtained all pertinent facts and data on the current scenario. A brainstorming exercise is aimed at depicting the new corporate vision and mission (i.e. the objectives) which signal the type of major changes to be materialised. Normally, vision and mission statements are composed as part of the exercise to outline the coveted changes, reminding all personnel where the destined journey will head to.

While the empowered transformation leader and team play as facilitator and moderators respectively, all senior officers, department heads and deputy/assistant heads should be included as active brainstorm committee participants. Ground Rule 1: Encourage inputs from all and list out their suggestions. Ground Rule 2: Discuss the suggestions and identify the workable ones based on majority consensus. The stage is then set for the following:

# Set the concurred targets and overall tenure for fulfilment, say 3-year plan.

# Outline the special actions and programmes that the committee has propounded for implementation, that would drive toward the objectives/targets. Indicate the timeline for each item.

# Identify the RR “punch”: - RR stands for Required Resources, viz. (a) manpower resource (type of manpower), (b) budget resource, (c) facilities resource.

# Table a working paper or blueprint containing the points derived from both the diagnostic and brainstorming episodes to the board of directors and chief executive for endorsement. The working paper must be pristine, which means requiring documenting, writing and presenting skills of the transformation team. Once the full buy-in of the topmost echelon is secured, the empowered team pursues the next phase below.

Execution entails detailed measurements critical for underpinning the on-going progress levels attained at set timelines. An immaculate template for recording the periodic progress plus providing update reports at different timelines should be drawn up. The recorded contents and summarised update narratives serve as the master overview of how the launched projects are faring as at selected schedules; for example, where the shortfalls lie and how far behind the targets etc. The update summary should recommend reinforcement actions to close the gaps quickly. Comprehensive periodic overview updates will support the topmost echelon to endorse the catchup recommendations proposed by the team. (Free samples of such templates can be retrieved via google search. Modification should be made to fit the specific scenario of the entity concerned.)

Here comes the crucial final phase. Despite all the preparatory due diligence (as above), unperceived risks or flaws may still possibly emerge during implementation. For example, if a new system to facilitate major changes is incorporated, there is no guarantee it is initially fool proof. To play safe, transformation protagonists prefer to first conduct a pilot/trial run, i.e. mini rollout. Four areas are aimed at during the trial: * Make observations whether the run goes smoothly or with hiccups. ** Gather feedback from selected focus group of stakeholders. *** Identify the lessons learnt. **** Identify what elements should be improved – this may or may not need approval from the chief executive, depending whether the proposed touch-up improvements pertain to major or minor considerations like on additional costs.

Finally, after some fine-tuning based on lessons learnt from the pilot run, time to roll out the main launch. But hold on……it is not yet the real finale. Bear in mind periodic reviews must still be conducted at the set timelines of the entire implementation tenure. Tweaks may be needed along the way to ensure efficacious end results.

Again, I re-emphasise the four key prerequisites for a successful transformation drive: (1) The transformation team must be proficient to handle the special change projects. (2) The team must be empowered by the topmost management of the entity concerned to coordinate with relevant internal stakeholders and to rope in their participation. (3) An intensive monitoring cum review system is put in place for progressive measurements and new side recommendations during the entire tenure. (4) Whole-hearted support from the topmost management to the transformation team. Overall, the endeavour is a concerted and tedious process but ultimately necessary, otherwise all efforts will turn out futile………waste of time!

My own quotes……..

Transformation is not a superficial or showy activity; it is a practical process of reality.

A smart leader knows generally what his company needs and issues directions to fulfil the needs. A prudent leader comprehends fully what his company needs and advises how to deliver the needs.


Now, a cartoon in jovial vein.......

 

OBJECTIVE VS SUBJECTIVE VS HOLISTIC TRANSFORMATION LEADERS

{Foreword: In my previous corporate attachments, I took interest to observe the mindsets of corporate leaders responsible for laying corporate paths toward earmarked business destinations. I noted the details into a dossier for my learning curve. Except for the few borrowed quotes recited at the ending portion, the contents of this write-up are not extracted from any other printed material, book or platform speaker, but based on my observations. I hope my sharing now may help readers, who are key officers, to reflect on the contents and relate to their respective present work scenario in terms of practical relevance.} 

“Transformation” has become a popular buzzword in the modern business era. Many corporations resolve that making continual transformative changes is the only way forward to keep in potent competition. A common label given for handling such assignments is business strategy management. Another jargon called “disruptive innovation”  - i.e. creating entirely new initiatives targeted to displace established competitors in market share –  has become coveted trends.

It is a norm for large corporations to engage "specialists" in leading a team to identify shortcomings and strengths of the company structure, gaps needed to be filled up, potential areas for positive development, and recommend the right strategic action plans for propelling transformative changes. The team should function under the auspices of the chief executive, with the mandated blessings from the board of directors. Without the full support of the chief executive and the board to the transformation team, no forward thrusts could materialise.

From my observations, I can categorise three common mindsets of leaders involved in strategic or transformation endeavours: * Objective, ** Subjective, *** Holistic. Invariably, each mindset is underpinned by their respective previous work exposure and/or academic discipline. The success rate of a transformative endeavour rests very much on how it is massaged by the project team, with the guidance of the leader. To elaborate, see the trichotomy below.

*OBJECTIVE MINDSET LEADERS

Micro view span, looking only at hard figures and facts. Efforts are directed at drilling the hard figures and facts to drive goals/targets without recognising other related aspects. For instance, if upfront profit margin of a product is found to be below expectation, the leader would not hesitate to recommend hiking the product price to cater for higher profit margin without studying whether the move could dampen overall sales volume. Likely rigid in dealings, lacking fraternity, prefer not to deliberate with relevant counterparts on firm conclusions already formed. Point blame to other counterparts if assigned objectives fall behind. Will not decipher whether reasons given by related parties are valid for not meeting expectations. Will not recommend to lower set goals during rigid periodic review of progress against the objectives.

Example: Leaders with previous work involvement or academic discipline specialising on figures and facts, including documenting audit findings. May be regarded as fundamentalists. Mainly keen on identifying shortcomings measured against the objectives. Related ancillary elements surrounding the situation are normally ignored. Insistence on bringing in the figures and facts according to the company’s objectives regardless of everything else.

**SUBJECTIVE MINDSET LEADERS

The humane type. Prefer the broad/macro picture. Consider the work atmosphere, employee morale, causes/rationale having impact on figures and facts. Prefer focusing on recommendations to cater for improving these underlying factors than pounding on fulfillment of results. Amiable and amicable in interaction style. Believe in congenial work relationship via spirit of mutuality with peers. Have open dialogues in meetings. Show understanding to relevant counterparts who have plausible excuses for not meeting objectives. Advocate the philosophy of giving benefit of doubt as all parties deserve a second chance albeit unable to meet set objectives. The original objectives/goals become secondary priority after weighing the prevailing circumstances that have negative impact on results during periodic review.

Example: Those engaged in human behavioral science or psychology like counselors; macro analysts. May be regarded as generalists who have a broad understanding of other related aspects, rendering importance to the underlying circumstances that impact the business progress levels. Propound to manage the “macro source” (prevailing circumstances) instead of tackling the “micro end result” (hard figures and facts).

***HOLISTIC MINDSET

Adopt an all-encompassing view on both the hard figures/facts and prevailing circumstances (human factors and environment/atmosphere) before mapping out the directional approach for action plans. Strike a balance formula, with slightly heavier weightage given to the area manifesting wider gaps. Blend of micro and macro perspectives when tabling recommendations. Assess the situation first before deploying the contemplated communication mode befitting the issue. Stern to handle glaring negligence, amicable to help alleviate minor shortcomings, generous to accord recognition to achievers.

Example: Those with previous experience in cross-segment accountability who ultimately become corporate planners, management consultants or strategists. Regarded as intercessors – draw conclusions based on composition of figures/facts and underlying factors (human factors and environment/atmosphere). Also reflect themselves as pragmatists – guided more by practical considerations than by ideals. Balance between objective and subjective considerations – whether weighted more to the objective or subjective side, it will depend on the symptoms. This is the holistic approach. 

MY OVERVIEW:

Now, which do you think is the most workable? To me, logically it is the holistic mindset. The other two are one-sided extremes which pose risks to sustainability of wholesomeness in a corporation. Without wholesomeness, business cannot be as enigmatic as what the corporation covets to be; on the contrary, stifling hurdles may emerge.

Wholesomeness in any business corporation comes about by maintaining the right composition of three core elements – objective results, human factors and business/work environment. Depending on the overall situation, the balancing scale may tilt heavier to one element. Let me elaborate by citing a simulated case below……

A financial solutions service corporation, after having changed the entire technical systems, is now bogged by glaring mismatches in customer portfolio values, data updates and remuneration payments to its sales force. Obviously, the change process was erroneously executed besides suspecting the compatibility of the new technical engines. The sales force members face a deluge of complaints from their clients. Meanwhile, they feel frustrated for receiving incorrect remuneration payments. If the mismatches are not quickly resolved, they will become demoralised, which in turn will trigger downslide in sales performance. Instead of drumming hard on achieving the objective sales scores for now, the top management’s immediate concerted attention should be directed to tackle the underlying crux causing the debacle, i.e. rectifying the new technical flaws. At the same time, forward thinking leaders may introduce a customer loyalty initiative that accords a token of appreciation to complaining customers; and perhaps sales members may be granted an “inconvenience allowance” for representing the company to handle dissatisfied customers. Such initiatives are aimed to placate dissatisfied customers so that they do not exit, while also sustaining the morale of sales members for continual pursuit of new business.

The holistic direction relating to the above simulated case leans more to the environment (technical issues), yet with due consideration to the human factor (morale of sales team) and tries to maintain the objectives (sales figures) by recommending novel action plans to manage the situation with customer loyalty initiative and inconvenience allowance to the sales team. Holistic leaders tweak a situation and re-make it for turning negative vibes to positive. They know how to balance their attention between objective results, human factors and environment. They practise sustainable management by taking the encompassing, longer tenure view when proposing solutions. End result: Positive company image as a healthy entity to work in, that cares for the workforce in addition to pursuing progressive business growth.

In comparison, an objective-minded leader would continue to put dire pressure on the sales people – sales members and sales officers – to fulfill the targets at all costs. They do not take cognizance of the low morale and technical hiccups contributing to the adverse situation. I have had heard such leaders who said somewhat like this to their subordinates: “It (fulfilling the objectives) is your job. I don’t care how you do it, just make sure you do it. No ifs and no buts!” Sounds familiar? End result: Objectives may be attained for some while, however not for long. Exasperation and exhaustion in the present manpower – probably causing some good personnel to leave – may likely stall business growth in the longer run.

What about the subjective-minded leader? Probably, he may recommend to significantly reduce the original targets by attributing the human issue and poor system support as caustic causes drastically affecting the objective results. To him, priority should be veered to solving the human factor of low morale and environment of technical anomalies. They feel compassion overrides compulsion as the bastion for company survival.  End result: Business growth will be stifled as the drive for meeting original objectives takes a far hind seat. Unconsciously, complacency will slowly creep in due to the absence of compulsive push. Ambitious or assertive personnel may leave as they feel the work atmosphere is too mundane when there is no significant progressive growth.

Prudence is essential in order to mete out the right balancing act holistically for tweaking objective results, human factors and environment. A holistic leader treads prudently before drawing conclusive solutions to issues. In a way, he intercedes between the objective and subjective overviews. Holistic prudence is normally acquired via series of work experience in various segments. That is why revered transformation protagonists are those who have had been involved in fields like marketing/sales, operations, strategy, special initiatives, customer services etc.

CONCLUSION:

Objective-centric leaders who only want to see intended results achieved without considering the actual circumstances will drive subordinates to hapless anxiety. Subjective-centric leaders, being too amenable, will not be effective results achiever. The holistic ones are those who cater for lasting sustainable transformation directions, thus catering overall wholesomeness of the entities they serve. Only empowered holistic leaders can efficaciously drive a major change execution - whether innovative improvement, overhaul or transformation. 

HOLISTIC LEADERSHIP QUOTES:

((Foreword: I wish to dedicate this write-up specially for contemplation by sales leaders in the financial solution products industry. From my many years of past involvement working with sales force members in this sector, I have documented a personal file containing my observations on vital aspects sales leaders ought to focus on for supporting their sales team members. I believe the points would facilitate as food for pensive thought regarding their leadership role.))

The job of a sales member in a financial solution products industry is two-fold: (1) promote the products to potential clients in line with meeting new business targets, at the same time providing solutions to financial needs. (2) Service existing clientele to ensure existing business continues to stay in the books. But when it comes to a sales leader, what would be the description of his key role? There are many notions - perhaps perceived on broad context – like manage team for sales results; set directions for team to abide; guidance and counselling etc. Such descriptions are in one way or another correct, however superficially in generic definitions. Why do I say so? Well, let me paraphrase by way of these questions:

What specific aspects should sales managers focus on in managing (team for sales results), setting directions and guiding/counselling? I guess the specific answers are not easily forthcoming, right?

Many sales leaders perceive the superficial or broad parameters for deployment of their tasks. And very often, they could not make much headway repeatedly in team results measured against team goals. My simple explanation for their uneventful venture is – they fail to recognise three key fundaments which must inhere in their team members in order to be efficacious.

I categorise the key fundaments (for development of members) as:

# SOURCE:

The larger the pool of identified potential prospects, the better are the chances of reaping good sales scores by a sales member. How do potential prospects come about? Answer: From personal contacts - such as relatives, friends, new acquaintances, peers in related industries, former academic mates, social clubs/associations etc - and referrals (recommended leads from existing contacts). Seasoned sales members may not have problems in prospecting. However, the newer ones may face issues after they run out of natural prospects.

Newcomers normally exhibit two concerns regarding their prospecting source, viz. (1) How to continuously expand their prospects pool so that the source does not diminish. (2) How to qualify a suspect as a (potential) prospect. Technical skills are entailed to overcome the concerns, and that is where the team leader comes in – to groom his team in this respect.

Techniques on converting personal affiliations (including existing clients) to centres of influence (COI) will be handy for securing referrals. A COI is a contact who is willing to provide names to the salesperson asking for support. Bear in mind nobody is ever ready to offer referrals unless he understands how the salesperson concerned would approach the referrals. The COI also needs to know the descriptions of people who can likely be “qualified” referrals to the salesperson. Hence, this involves a process for “educating” the intended COI so that he voluntarily refers the right “candidates”. Training on this process forms part of the development programme to a team member, which invariably lies on the shoulders of his leader.

Leaders should also coach members, especially newcomers, on methods of networking – or should I say, the art of expanding/building contacts. Sales people must be extroverts, simply meaning they must break away from the inhibitions that hold them back from reaching out to strangers, like other participants who attend the same social functions. It should be their instinct to strike up an interesting conversation with a new acquaintance at the slightest chance. Sharing captivating “stories” should become a habit of sales people. Successful scorers have the knack to win over the friendship of new acquaintances, hence stretching out the contacts network, which then constitutes the prospects pool. Such skills are not natural personality traits but are endowed via training, coaching and guidance by sales leaders.

Any name, or acquaintance, or referral remains as a mere suspect before being qualified as a potential prospect. A set of criteria helps to assess the potential level of the individual, such as current financial situation and needs, age group, health status (if for life insurance products) etc. A needs analysis tool facilitates the assessment in a structured manner. Seasoned financial solutions salespersons have already been tutored to be well familiar with the perusal of such tools.

The techniques for propelling a continuous build-up of contacts, for identifying potential prospects from the plethora of contacts and for converting prospects to clients will not be assimilated by newcomers without proper guidance from their leaders.

# ELEMENT:

Element, in this context, relates to personal calibre of a team member. Being conversant is only a small spark of personal calibre. What makes the difference is being conversant with charisma to convince his prospect “buy” him first in terms of trust. Can he enigmatise the other party? What level of professionalism and knowledge are being transmitted by the member to the prospect during discussion?

Encouragement on personal development - encompassing personality elevation such as knowledge, presentation eloquence, conduct, judgement, characteristics - forms a vital push factor for moulding up a sales member. Again, this is where the leader comes in – to render mentoring. Apart from one-on-one attention, the leader may recommend external self-development courses to his team.

Personality is nurtured, not inborn. Nurturing takes time as a serial process. Individual demeanour or mental disposition can change as the result of effective indoctrination and repetitive experiences in specific exposures, especially from the impact-felt ones. I know of previous sales colleagues, from humble origin, who were passive at the beginning. After a period of grooming, they then became assertive.

A wide general knowledge topped up with eloquence adds credits to a person’s charisma. If you are a salesperson, just imagine you were seated together with a group of politicians at a dinner function. You could expect they would be chatting about their favourite common subject – the latest political updates. Also imagine you were not in touch with the political events in your country. Would you not be left out of the conversation? Would you not feel out of place? But if you were very much in the flow of what was happening politically plus being able to engage in interactive conversation, you would be a natural participant of the prolific chat exchanges. You could warm up your new acquaintances to become your new source of contacts.

A salesperson who interacts in active dialogue with a new acquaintance may create chances of establishing fraternity between both. If he could tune into the same mental wave-length as that of the new acquaintance, the better is his probability to magnetise that counterpart “buy” him as a friend. Friendship first, business prospect later……see the link?

I always believe the overall personality in terms of charisma, whether vibrant or dull, either makes or breaks the career continuity of a financial solutions salesperson. In the business of financial solutions, potential purchasers “buy” the salesperson first before considering the recommended financial product. Again, I reiterate personality is nurtured, and the nurturing care to develop the right personality of a sales member falls on the responsible shoulders of his sales leader.

A professional financial solutions provider allots a portion of his work calendar to keep in touch with his existing clients. He takes equal pains that the people who bought from him remain as his faithful client, and not merely as customers holding his product. His faithful client will only turn to him – and no one else - in event of need for new financial solutions, but his product customer probably considers other providers when planning additional purchases in future ………. this is the practical difference between “client” and “customer”. A provider cannot convert his new customer to client status if he fails to render continual impactful after sale services to the latter.

Committed sales team leaders frequently monitor service call activities of their members, like when the latter should conduct review of possible change in needs pertaining to clients. For example, a bachelor who bought his first life insurance plan a few years ago may just have gotten married. So, it is time for the sales agent to conduct a situational needs review for adequate cover on the couple. The service call grants opportunity for upselling or cross-selling. Another example: If a mutual fund investor has gained substantial asset value growth in his current portfolio, discussion should be held with his agent whether to lock in the gains by redeeming the returns and then either put into a bank to earn fixed interest or invest in safe government-backed securities. Such are important service calls.

Clients satisfied with the continual services of their providers will stay with the latter faithfully. Loyal clients represent the solid business cum income foundation of a financial solutions provider, especially so relating to products that facilitate regular deposits, like life insurance recurring premiums or regular top-ups into mutual funds. The regular contributions remitted by long-staying clients constitute revenue accumulation to the company represented by sales team members who in turn earn recurring emoluments.

His overall image in terms of calibre and level of professionalism counts a lot as to whether a financial solutions provider can sustain well in the business. Image in this context relates to offer of the right recommendations and rendering satisfying after sale services. Leaders aptly play their role to remind subordinates in this respect. They come in to help consolidate the rounded calibre of team members.

Some leaders managing a large sales group churn out structured overview reports on customers and clients belonging to team members. They use a system to purvey details and analytical overviews of clientele files. The leaders peruse the reports for prompting follow-up calls to be conducted by respective team members. To efficaciously administer service activities of the group, the availability of relevant logistics must be facilitated by the respective leader.

# ESSENCE:

When I was a teenager, my mother frequently served me Brand’s Essence of Chicken – a small bottle containing pure extract of chicken nutrients in drink form. She professed the concentrated elixir would pep up my mental energy to prepare well for examinations. To an extent, Brand’s helped me to stay alert for longer hours when memorising preparatory scripts.

Likewise, sales personnel need the right essence to boost their mental energy - or should I say, morale – in order to keep moving enthusiastically in sales drives. Morale, whether positive or negative, is the by-product of work atmosphere. For example, an office atmosphere that conduces fraternity among team members will pep up vivaciousness to bolster performance. Conversely, an atmosphere immersed in office intrigues, or fear pressure, or disharmony, or animosity will dampen their mental spirit to render full commitment, thus negatively impacting performance.

The type of work atmosphere in a company is cultured by its top leadership, right from the chief executive officer (CEO) to the senior officers. If the CEO prefers to plant fear pressure downwards to push results, the office atmosphere will be tense, which then emits negative vibes. On the flip side, overly amiable and amicable leadership will surely convey the impression to sales personnel that the normal business as usual (BAU) sales mode is good enough so long there is some profitability, no matter in whatever quantum.

I know of a few Malaysian insurance companies operating on the BAU mode for a long time. They were established many, mang years ago, yet continuing the normal runs without noticeably innovating significant new strategic directions. Their leadership seems contented with average business scores and not disrupting the tranquil mood already entrenched in the workforce. In that kind of inherited mundane culture, their key managers in charge of sales will invariably lack the gusto to switch on the fast speed gear. A mundane work atmosphere will create mundane executives, which in turn churns out mundane sales teams – principles of the forces of attraction and domino effect.

***********

Question: Of the three fundaments, which stands out as the fulcrum? My answer: ESSENCE! Why? Reason: When sales people do not imbue into themselves a positive work morale supported by the right atmosphere, you can bet they will lack interest to pursue vibrantly ahead, thus subduing efforts to extend their contact sources and to enhance their calibre element. On the other hand, those who have already harboured a significant pool of contacts and moulded their calibre will lack the desire to plough the business field enthusiastically for sales calls. See the logic? Invariably, by not expecting to see light in their prevailing career realm soon, they either leave to join a competitor or venture to other vocations.

Setting a conducive environment that caters for the right work atmosphere, which in turn boosts the morale of sales team members, is the incumbent responsibility of the respective top management and team leaders. The responsibility must be driven from the topmost down the line to all officers managing sales teams. If the several leadership echelons play in sync to pave a culture of high morale within the company, the sales workforce can be expected to score prolific goals.

ESSENCE REINFORCEMENT ACTIVITIES:

May I exhort sales leaders to goad their team members on engaging the following “essentials”:

+ Socialise with positive-minded peers. Psychologists promulgate that a positive-minded person surrounded by negative-minded people will ultimately be influenced by the latter party’s negative vibes to a certain extent, depending on the former’s level of resilience.

+ Participate in affirmative programmes like team-building sessions, atmosphere-propped events organised by their management, industry update seminars etc – pertinent activities that uplift the morale of sales people.

+ Periodic re-energising time-off for mental reflection on past achievements and failures, prevailing strengths and weaknesses. Meditation or going for a short recluse break will be most useful for mental reflection. My favourite philosophy (quote): “Know your strengths so that you can capitalise on your strengths; know your weaknesses so that you can make some improvements albeit impossible to eradicate them totally. Capitalising on your strengths and improving some of your weaknesses enhance your overall aptitude.”

SUMMING UP:

Newcomers joining a sales team are like young lambs needing to be nourished. It is in this nascent stage whereby they either grow (in performance) or languish out of the business. During this nurturing period until they reach “maturity”, they need close attention from their leaders. Mature members, although able to fend quite independently, still require counselling occasionally. Seasoned players, being human, do face sporadic downturns because of oversights or distractions. And these are the instances when their leaders can timely offer advice to bring them back on track.

I wish to impress upon all leaders managing sales personnel one way or another the importance of recognising the three fundaments as the bastion of success to the latter party. True to some extent that the fundaments may be self-imbued; truer it is to a larger extent these are instilled by leaders into their sales force. Imperatively, sales leaders must allot a major proportion of their time to focus on nurturing their team members in this respect.

I have noticed many sales leaders prefer to focus on exuberating their personal calibre. Much time is spent to elevate themselves via academic programmes. They like to portray their string of knowledge credentials. Yes, to a certain degree, such academic achievements add value to personal quality. However, let me use the analogy of a medical professional engrossed in medical research to discover new treatment methods but without spending time to physically treat patients ……..will all the knowledge and credentials be applied to care for people in need of medical help? Obviously, no. So, the same goes to sales leaders who are too engrossed in building their self-image instead of helping their team members. Their excellent credentials do not draw in the coveted group sales results.

Of course, leaders need to continuously upgrade themselves. However, that should not be at the expense of neglecting attention on their subordinates. I would suggest at least 70 per cent of their time be allotted to support their team. I pose this question to them for ponder: Which party comes first……you or your team? Needless for me to cite my answer as you all know what I am pointing at, i.e. prompting you to be cognizant about your key role.

I end this article by sharing the following quotes in relation to the three fundaments:

SOURCE:

ELEMENT:

ESSENCE:

Happy leading.