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The managing and coaching of a team is a challenging task. After all, you want to manage your team in such a way that you achieve the intended goals and results. This raises the following question: as a manager, what is the most leadership style to achieve these targets achieve? Should you coach your team with the pursuit of results as the basis, in the form of results-based leadership? Or is process-oriented leadership, focusing on the process that leads to achieving these goals, a better approach? At first glance, the choice seems simple: if you want results, you should focus on results, right? But, in reality, the decision is not as simple as it seems at first glance.

Both methods or leadership styles ultimately have the same goal in mind: achieving the predefined goals. However, the distinguishing factor lies in the route to achieving these goals.

Leadership style 1: results-oriented leadership

In a lot of industries, including sales, results can be easily tracked through a CRM system and dashboarding. Performance- or results-oriented coaches see these data therefore as the 'holy grail': as the name suggests, they put a strong focus on results and often emphasise the ultimate goal. You can often recognise this leadership style by the following characteristics:

  • They keep their team members constantly updated on progress.
  • They also make them accountable for interim results.
  • These coaches praise their team when goals are achieved, which in itself is a good practice.

Performance is not everything

However, this form of leadership is not foolproof. Usually, a manager or salesperson cannot directly influence results. You can only direct the process to achieve the targeted sales. Managers who try to coach for results often ask for more of something they don't actually have direct control over. This often leads to statements like:

  • 'You need to sell more',
  • 'Only outcomes matter'
  • Or 'if you carry on like this, you won't get there'.

Because the leader focuses only on the result, this often leads to higher stress levels among salespeople. In many cases, this affects interactions with prospects and customers, with all its consequences. This is therefore why results-based leadership is less effective compared to other leadership styles.

Leadership style 2: process-oriented leadership

An alternative, and usually effective method, is process- or action-oriented coaching. The process-oriented leadership style emphasises concrete steps to achieve predetermined objectives.

  • This approach recognises the completed actions of the action plan
  • In doing so, it makes team members accountable when the process is not executed (correctly) or only partially executed.

Although these coaches are satisfied when the final goals are achieved, they will not constantly emphasise these goals. A wise coach only mentions the goal once or twice, and that is enough. The sooner you let go of the goal and focus on the process, the better your chances of success.

The process as a starting point

The major difference of process-oriented leadership versus result-oriented leadership is that action is the central starting point. The reason for this is as follows:

  • Taking action and focusing on the process stimulates the salesperson and energises them.
  • This energy boosts their motivation.
  • Motivation is one of the most important aspects within an organisation, it is what ultimately leads to positive results.

action-oriented leadership

Often, a concise explanation and understanding of the reasons behind an action is enough to fuel the inner fire. To avoid micromanagement, as a leader it is best to leave the concrete interpretation and execution of the process to the salespeople. Giving your salespeople autonomy in how they proceed at the customer level will boost their confidence and will further have positive effects on motivation. Coach/manager and team member thus work together towards a common goal. An additional advantage of this process-oriented approach is that you quickly gain insight into the team member's attitude and mindset.

The key actions within a sales process

Common sales activities include the following:

  • Prospect-efforts,
  • New proposals do so with existing customers
  • Organisational processes, such as preparing weekly and route planning.

From experience, we know that the latter point in particular often requires adjustment. Adjusting an account manager with a chaotic approach to a structured daily and weekly schedule is a challenge. When done successfully, it has a visible impact on performance.

Focus on mindset in addition to process

From our sales training sessions, we know that when the executive expresses genuine enthusiasm towards the salesperson, it can bring about a whole transformation in someone's mindset. Heartfelt encouragement refreshes the mind. When this is combined with a focus on the process, it often leads to more self-confidence and a positive change in working methods.

In short, when the person in charge has an eye for the cooperation between the organisation, the mindset of the salesperson and the sales process, a good foundation is formed for lasting results. And let this be precisely the great strength of process-oriented leadership.

Some leadership tips from practice

You may have already figured out which leadership style we prefer. During our sales management training, we therefore mainly focus on the process-oriented approach. For example, here are some tips we give sales managers:

  • Set clear expectations to keep salespeople's motivation high. Set concrete targets and follow them up monthly during 1-on-1 meetings. Give your sales team autonomy by setting targets and tactics, but leave the execution to your salespeople.
  • Show genuine interest in your account managers by delving deeper into their well-being rather than asking superficial questions.
  • Don't just give feedback to your account managers, ask for feedback. That way, as a leader, you can also grow in your role.
  • Lead by example. Set a good example and lead your team by demonstrating the desired behaviour yourself.
  • Most important of all: show appreciation.

Conclusion leadership

Results-oriented leadership can, in some cases, deliver results faster than a process-oriented approach. However, the problem arises in the aftermath. What happens after the objective is achieved? And what about the morale of salespeople with continuous coaching in this way? It is more complicated than it seems at first glance. Of course, we understand that a result-oriented statement may fall down at times. In that case, it is advisable to use metaphors from the world of sports to make communication more light-hearted.

The effectiveness of leadership and coaching ultimately depends on the quality and regularity of coaching, as well as of the skills and willingness of team members to be coached. The more willingness there is to be coached, the faster improvements in performance can take place. Some team members are open to coaching and ready to do whatever it takes. Others may struggle a bit more with their own ego. Nevertheless, initial success can lead to greater engagement.

In short: when the focus is on productive actions, results follow naturally.

Would you like more tips on process-oriented leadership or are interested in sales coaching? Then don't hesitate to contact contact us, Reachers will be happy to help!

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