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help me thanks(Case Study:the future is now)

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电梯直达

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发表于 2003-6-21 19:07:00 |只看该作者 |倒序浏览

Let me give you an actual example of successful management of this genre of executive--and how a sales and service manager whom we’ll call Hal elecited an important decision from “CB,” the cautious boss of an important business group. CB, our group manager, is a good executive and is noted for her intellect and participative style of management.She is unquestionably one of the bright lights in the company and—although not aversive to risk taking-- prefers to move slowly and at a verocity inversely related to the magnitude of the decision. Hal,on the other hand,is a promoted sales manager from the field and is accustomed to moving quickly.He knows that the proposal he has in mind,one that entails a restructure of the field sales and service force,will encounter resistance from CB.Hal has thought about the proposal long and hard and is convinced that it is in the company’s best interests to make the change quickly.Being fair and open-minded,he has mentally placed himself in CB’s shoes and considered what her possible concerns may be. One large perceived risk is that this action may disrupt sales at a time when the company is approaching a major new product introduction. Any softening of ales now could affect the company’s earnings and stature with the financial community.Hal suspects that even if the proposal passes the first hurdle,CB will want to exercise caution and implement the change in stages over a long period of time. Taking all the pros and cons into consideration,Hal proceeds with a presentation to CB.But he pulls a rabbit out of his hat at the beginning of the presentation, not at the end. As he begins the discussion,Hal says that this is a proposal he is recommending for implementation two years from now. Then he moves skillfully through each point, answering and defusing possible objections that CB might raise and getting agreement from CB on each point. CB is an interested and participative listener. At the conclusion, Hal asks CB if she concurs with the thinking. CB, who has in principle bought each point throughout the meeting,firmly says “Yes.” Then Hal applies the close: “Well, if it makes sense to do it two years from now,why don’t we just do it two months from now?”The doors have snapped shut and CB is caught. How did Hal manage the cautions boss? He disarmed the boss with the statement indicating that this was a plan for sometime in the future. CB relaxed and opened up to the logic.Because CB thought there was no looming decision to make, she concentrated on the positive benefits that Hal was unfolding and embraced it as a sound plan—rather than looking for flaws and building objections. This technique, which gives the illusion of a nonthreatening deferred action, lets the manager ease the boss into the decision-making process. It can be applied in many ways with the insecure and guarded boss who is reluctant to take the big step.