Interpersonal Business

If not an art, there is certainly skill required in the process of negotiations. Most importantly, learn to choose your battles. Prepare your thoughts in advance, and always show consideration of others perspective. Anticipate others’ objections, and accept responsibility. Never corner the tiger. Watch for non-verbal signals through body language. Be prepared to compromise; you don’t have to win to be a winner.

There is tremendous risk when management proceeds with more entrepreneurial spirit than understanding and knowledge on a new project … the unknown will kill you. Supportive and loyal staff members with only surface knowledge will compound the problem. You must assess the “major and minor” skills of your staff, and be willing to bruise some egos by hiring an expert or consultant.

Get information out of the office and into the hands of your sales people. Newsletters should be entertaining, provide specifics on product updates, highlight success stories, and encourage input. They should also be accurate, balanced, and not used for self-promotion. Who called this meeting? Sales meetings should have an organized agenda. Address difficult topics at the beginning, recognize your stars, encourage group participation, don’t get caught up in your own voice, and maintain an element of surprise.

All manufacturers need timely input from the field. Encourage honest responses! A sales person’s time is valuable; use a brief questionnaire, and reward those who response. Share your findings, create core group within your staff or perhaps a President’s Council. Implement a blind voice-mail box for quick thoughts and input. Staying in touch with your sales people will keep your finger on the pulse of the marketplace.