Managers' Key Management Skills Gain Power And Influence.

Sales managers insist on principles and be considerate. They should set an example in the enterprise system, do not force their subordinates to abide by them, talk about good faith, and fulfill their commitment to subordinates, but they should also be properly disguised.

Understand the origin, family status, interests, expertise, thoughts, difficulties and potentials of employees, and help them when they need them.

However, sales managers should stick to their own views on principles such as money collection, policy and system.

For example, the company gives you a new system. Smoking is prohibited in the designated smoking area. No one is allowed to smoke in the office area. There are many smokers, including you yourself, who are also smokers. What kind of expression should you use to announce this requirement? This is a matter of principle. Therefore, as a business leader, you should show your understanding of smokers' disagreement, and also abide by this new policy together. You can not give yourself a small dose, even if it can not happen at once, otherwise it will affect employee's mood and attitude.

The sales manager should mediate the interests of the difficult subordinates, arrange a reasonable resettlement for the competent subordinates, get the approval of the super budgetary expenditure, control the agenda of the project discussion at the company meeting, and be able to contact the high level very quickly and frequently, and get the information about the company's decisions and policy adjustment very early.

In daily work, sales managers often encounter such things. For a certain matter, the decision makers often drag on for a long time. The final answer is "forget" or "how can you not remind me" and so on. As a sales manager, how to resolve this contradiction? Sometimes it is a function test of the decision-maker to the sales manager. Therefore, as a sales manager, when making a decision with a decision maker, he must first formulate at least two or more schemes for decision makers, so that the decision-makers can choose one of the appropriate answers, so that the work efficiency can be greatly improved.

Three. Handle conflicts between internal and external management of teams.

Conflict is to achieve effective completion of enterprises to create goals and innovation and development of the inevitable product, no conflict, no innovation, no conflict will not go forward, the conflict is built on the basis of departments or individuals, and should support each other and understand each other, and mutual coordination. Once the conflict intensifies, sales managers must come forward to solve.