Pharmaceutical Representative, February 1st, 2007
Can you differentiate between the roles of sales manager and sales leader, or have the duties of frontline management become indistinguishable? If they have, you could be managing your people when they need to be led and leading your people when they should be managed.
In John P. Kotter's article "What Leaders Really Do," the well-known Harvard Business School leadership scholar points out some important differences between managing and leading. Although his article is meant for a large cross-section of business, his essential points can apply to pharmaceutical sales management. We will examine the differentiating characteristics of management and leadership, and explain how you can utilize skills from both to optimize your effectiveness in the field.
Setting direction
Corporate leadership establishes the direction, strategy and message that will accomplish the organization's objectives. They establish what needs to be done, while management decides how it will be executed. Managers must clearly communicate the corporate direction to their reports. Although they're responsible for determining how that direction is executed, it's their alignment with leadership that resonates with their team. It's up to you to respond to any resistance or questioning of the organization so the sales force can remain focused on execution rather than questioning leadership.
The most effective frontline leaders work closely with their people so each knows the specific plan needed to achieve the greatest results. Each is coached to have a solid understand-ing of why the organization is incorporating the planned sales strategy. Without this understanding, a manager cannot get the commitment or buy-in needed to ensure success.
Staffing and alignment
Similarly, the frontline sales manager translates the principles established by executive leadership into management practices that ensure that the right people are on board. Frontline leaders who fully commit to the organization and embody the values of its culture are more likely to attract and retain people who align seamlessly with the organization. Great management will keep these employees comfortable.
Evaluating and inspiring
Here, the roles of executive leadership and management may be more distinct. The primary responsibility of managers is to monitor and evaluate the performance of their staff. They coach, reinforce positive behavior and address any challenges or obstacles their people may encounter. This is vastly different from the inspirational role of executive leaders, who are less concerned with daily particulars and more focused on increasing the effectiveness of future performances. Yet the most effective frontline leaders are able to fill both of these roles.
Leaders focus on direction, inspire others to stay motivated and build a more cohesive team with effective communication and promotion practices. Although managers will demonstrate similar leadership, they also are responsible for the execution of plans, strategies and tactics on the front line. Sales personnel do the selling, but managers provide the resources and guidance to enable sales professionals to stay focused.
So when your team is assembled for a meeting, do you manage or lead? The answer, of course, is that you must find the right mix. Your success in blending leadership and management tactics will be reflected in the morale, respect and effectiveness of your team.
Find your balance
Here are three suggestions to help you find your balance:
1. Take the time to get accurate information about the goals, cultural anchors and needs of your immediate director or manager. You can't demonstrate good frontline leadership without solid information.
2. Make your interactions with your team dynamic through thorough planning and precise execution. Meetings are great opportunities to demonstrate leadership capabilities and to figure out where your management skills need to be focused.
3. Prepare simple surveys to gather data from your people. Ask them what they need and how you can help. Be direct and simple. Decide if the data you collect indicate that you need to address the needs with leadership or management.
Effective frontline leaders must use the right blend of leadership and effective management to handle the changing demands of modern business. There is no formula for this, only guidelines and some fundamental skill-sets to learn – the rest is using good judgment and making good choices at the right times. Now, go forth and lead!
