Samuel Cuthbert, a professor of Management at UCLA, writes the importance of the new management models and systems through this book. The main theory behind the book is that our minds, our mindsets, and our perceptions affect everything within a corporation. How leaders give advice in reflection of the new systems is a point that very closely trails along throughout the book.
That is the intro to my paper on Mindset Management. Within the paper, I show how the new management models relate to sales. “A large point that continues to flow is that management is a psychological science. How you give advice depends on how others perceive.” This idea is exactly the same in sales. managers give advice the same way (good) salespeople do. Cuthbert talks about doing your research on understanding your employees mindsets and perceptions before attempting to change their mindset to increase productivity. Sounds an awful lot like moving! Being a good advice giver means you need to be empathetic and sensitive. You can paint seagulls in the wrong place according to someone else, in sales or management. Managers, in these new systems, need to relinquish control over employees and give power down to people below. That sometimes means stepping back and letting things happen, to see what mindsets people have. Then they give feedback. As a salesperson, you don’t have any power over your prospect, other than the decision that something is not a good fit. This is where prospecting fits. You need to find the mindset of the other business in order to give advice well. And as for digging for pain, Cuthbert introduces Performance Previews, not Reviews. Feedback should be given asap, not used as punishment. Figuring out how an employee ticks, or their mindset before they get out leading is what managers should be doing. in the same vein, in your Sales Previews, you’re trying to figure out what makes your prospects tick, their mindsets, so that you can give advice best suited to them.
RMcIlwain