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By Richard Hession

A consultant to revenues workforce management and administration that goals to motivate and equip the revenues supervisor to inspire, construct, educate and continue their revenues strength.

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2. Make leaders accountable for four to 15 people; train them in leadership actions. 3. Plan the work, check its progress; design jobs and arrange work to encourage the commitment of individuals and the team. 4. XX 5. Delegate decisions to individuals; if not, consult those affected before you decide. 6. Communicate the importance of each person’s job; support and explain decisions to help people apply them; brief team together monthly on progress, policy, people and points for action. 7. Train and develop all staff, especially the young; practise equal opportunities; gain support for the rules and procedures, set an example and ‘have a go’ at those who break them.

Correspondence is one of the biggest time consumers, particularly internal communications. Too many memos and e-mails are indicative of inadequate verbal communication or an inefficient manager – or both! Deal with correspondence efficiently and courteously. Aim to handle each one just once: • make a decision and either answer the letter at once or • pass the letter to someone else to either answer or obtain the necessary information to enable you to reply to it. The telephone is another source of interference.

6. Action – put the decision into practice. 7. Check the results your decision has had. Get feedback to see whether you need to update parts of the decision. Always plan the work and work the plan – no one plans to fail, but many fail to plan. ’ Substitute ‘sharing’ for ‘obtaining’ and we are nearer the truth, for a good manager and leader is one who, by motivating the team to achieve their individual objectives, achieves their own ones. Figure 10 gives a plan showing skills that relate to all the duties of sales management.

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