The role of a Sales Leader is to translate the organisation’s vision, mission and values into a meaningful context that sales teams can relate to and feel excited by. If this is achieved then the Sales Leader will have created a sales team with a shared mental model. This transforms an ordinary sales team into a high performing one.
For clarity, here is a brief description of the following terms:
An organisation’s vision is a guiding image of success formed in terms of a huge goal. It is a description in words that conjures up a picture of the organisation’s destination. A compelling vision will stretch expectations, aspirations, and performance. Without that powerful, attractive, valuable vision, why bother?
A mission statement communicates the essence of an organisation to its stakeholders and customers, and failure to clearly state and communicate an organisation’s mission can have harmful consequences around its purpose. As Lewis Caroll, through the words of the Cheshire Cat in
Guiding principles are the consequence of a mission statement that are intended to inform or shape all subsequent decision-making, which also provides normative criteria allowing policy-makers to accept, reject or modify policy interventions and activities. They are a guiding set of ideas that are articulated, understood and supported by the organisation’s workforce.
Values are beliefs which the organisation’s workforce hold in common and endeavour to put into practice. The values guide their performance and the decisions that are taken. Ideally, an individual’s personal values will align with the spoken and unspoken values of the organisation. By developing a written statement of the values of the organisation, individuals have a chance to contribute to the articulation of these values, as well as to evaluate how well their personal values and motivation match those of the organisation.
The Human Capital Development Model, created by Krauthammer International, is a logical process that can take top management concepts, and translate them into a context that has real meaning for staff at all levels.
The key to bringing this model to life is to answer the following questions:
• Do my team understand the organisation’s vision and how their role moves the organisation closer to achieving it?
• How can my sales team translate the organisation’s mission into one that is relevant to them?
• How does the organisation’s guiding principles impact on the day-to-day responsibilities of sales people?
• Which of the organisation’s values does my sales team relate to?