Productivity and morale are silent partners. Whenever morale in the field sales office is high, the chances are that production is high as well. On the other hand, if morale falls, watch the figures plummet. This partnership between production and morale makes the manager’s role as a leader crucial to the success of individual sales representatives and of the total sales force.

High morale and high productivity develop as a result of the manager’s understanding and application of the principles of motivation and human relations in management. Selling is a difficult job – and often a lonely one. One of the most important elements in developing and maintaining high morale in staff members is their faith in the competence and integrity of the company and its management. Because the manager is the only company representative who is seen by the sales representatives on a regular basis, the competence and integrity of the company and its management are judged by the sales representative’s evaluation of the manager. Managers who receive part of their business from independent sales representatives carry the same management responsibility – however, these managers have less leverage over sales representatives who receive a portion of their income from other companies.

Any efforts by the manager to develop or maintain high morale in the field sales office must be based on a sincere interest in each sales representative, not just on the manager’s wish for personal gain. Individual sales representatives must be able to say “yes” to two key questions”.

Do you believe that your manager is sincerely trying to help you?

Do you believe that your manager is sincerely interested in your success?

LIMRA Series-2 – Planning for Productivity

There are as many ways to build a successful field operation as there are successful managers. These managers all have one thing in common, however; they all know exactly where they are going and how they are going to get there. The future is coming, whether or not you plan for it. One option that you have is to do nothing and to allow your associates, your company, or fate to determine your results. Or, you can decide where you want to be. The choice is yours and so are the consequences. Your only reasonable assurance that your operation and your career will go the way that you want it to go is to plan for your success.

Too often, managers fall into the trap of confusing activity with accomplishing results. When you are busy and tired, it is easy to assume that you are doing a good job when you are actually ineffective and disorganized. Skillful management planning sorts into a clear-cut plan of action the many activities for which you are responsible.

The basic difference in approaches to management frequently lies in who is responsible for planning rather than whether time is invested in formal planning. Some managers feel that planning is the manager’s job, while other delegate part of the planning process – usually the least significant part – to others. Many successful managers view planning as a joint responsibility of the manager and other members of the field sales office.

You will find that regardless of who does the planning, there are several advantages to be derived from it: