What is a Selling Leadership Style?

The terminology challenge for several of the words imbedded in the Situational Leadership^® Model has been discussed in some detail in a previous blog post (i.e., “telling” is an interchangeable label with “directing” or “guiding “or “structuring”).

Along similar lines there are several synonymous terms that can be substituted for “selling” as a descriptor as well (i.e., “explaining,” “coaching,” “persuading,” etc.). In that context I would offer that the operational definition of the style is far more important than the word (or words) used to capture its essence. To that point, the “selling” style of leadership is a high task and high relationship behavior approach that best aligns with inexperienced followers who also happen to exhibit high levels of both confidence and motivation. This translates to a leader who provides hands-on structure and guidance, in combination with personalized reinforcement, recognition and encouragement.

The key difference between the “selling” leadership style and the “telling” leadership style is the comparative amount of relationship or supportive behavior. With selling, in addition to providing the needed direction and structure, the leader also engages in active discussions of why the task is important and how it fits in (or adds value) to the organization’s bigger picture. Leaders employing the selling style also listen to follower’s ideas and suggestions and answer any questions they may have while continuing to communicate the incremental path forward (step-by-step progress to completion).

What Does a Selling Leadership Style Look Like

The purpose of a selling style is to maintain (or further enhance) the follower’s confidence, commitment and motivation while concurrently increasing their task related skill. It is important in that regard that the leader maintains control of the decision-making process and avoids the temptation to prematurely delegate (this can unintentionally result in a loss of confidence and usher in regression). Here is an example of when the selling style would be appropriate and what a manager using it might say:

• A recently promoted employee is eager to contribute to a task he has no track record of accomplishing or familiarity with. While his enthusiasm is indeed contagious, and he has openly volunteered to “take this on,” there is no evidence he has either the experience or the skill to be successful:
  • “I’ve got to be honest … I wish everybody I worked with had your passion and your enthusiasm! And it won’t be long until I feel 100% comfortable turning you loose on this kind of project … but for now … I want to work with you … side by side … and make sure you know exactly what you are doing. OK?”

From that point forward the role of the selling/coaching leader is to:

• Provide Specifics – Communicate specific performance expectations; Demonstrate what needs to be done and how it needs to be accomplished
• Explain Decisions – Articulate the “why” associated with the task and allow the opportunity for the individual to seek clarification
• Reinforce Commitment – Recognize and support the employee’s confidence, enthusiasm and willingness to learn and develop

The Situational Leadership^® Model and Selling/Coaching/Explaining

At The Center for Leadership Studies, we believe that a leader needs to adapt their approach based on the current performance of the person they are trying to influence. Situational Leaders routinely shift between one of four styles (S1 – Telling; S2 – Selling; S3 – Participating; and S4 – Delegating) with each person they influence on a task-by-task basis.

As previously mentioned, the S2 selling style of leadership typically has a high probability with followers that have yet to demonstrate ability (task specific knowledge, experience and skill) but are clearly willing (task specific confidence, commitment and motivation). Those indicators usually present themselves with followers that are in the process of developing their skill set. Here are a few examples:

• Follower is interested to learn, excited to perform and can frequently underestimate the time, effort and energy it truly takes to master a skill/perform a key task
• Follower may have some transferable skill or relevant experience, and as such they may be able to demonstrate partial ability to perform
• Follower is receptive to both input and direction, and is usually happy to engage in discussion and receive feedback on progress
• Follower is confident despite their current deficit of relevant experience, they know they have what it takes to learn what needs to be learned and eventually perform at a high level

Selling/Coaching Leadership Training

Understanding the benefits of style 2 (high task and high relationship behavior) is relatively straightforward. Knowing both how and when to employ that approach is significantly more difficult! In that context, the real job of any leader is to identify what style of leadership a follower needs for a given situation. Consider the Situational Leadership^® framework as a timing mechanism that helps leaders determine when to do what in that regard. Also consider that effective leadership that delivers results and enhances engagement is more important now than ever before!