Gear-Shifting Leadership

6

Face-to-face Leadership—Dual-Track Mentoring

Two Major Tracks of Subordinate’s Ability

Adam was recently appointed as the sales manager of a new business unit in his company. He found that in his team there was a senior sales representative named Benson whose sales performances were even worse than those of some new staff. Benson had failed to accomplish sales targets for two consecutive months. What’s more, his visit records and sales funnel analysis showed that there were no more new clients or new sales leads created by him. During a routine co-visit to clients with Benson, Adam was surprised by the excellent communication and selling skills of Benson. He demonstrated outstanding capabilities in the fields of trust building, product ...