While not as popular and well liked as the delegator, the dictator gets results. They dish out orders to their team, telling them what to do and when to do it. They constantly check up on each salesperson to make sure that they are doing their job and following their orders. When people aren’t performing, the dictator is on to them straight away, telling them to lift their game. Things get back on track and results improve…to an extent.
The fundamental flaw with dictating is that it makes people feel like they are not good enough. Instead of getting people to see the potential within themselves and inspiring them to give their best, dictators make people feel like they don’t measure up and can’t be trusted to work autonomously. This kills confidence and motivation, the two essential ingredients for sustained sales performance.
If there is a strong top down culture in the company, most managers don’t evolve past dictating. With the pressure always on to deliver on the sales budget, dictating at least gives managers a sense of control. If you can control the tasks and activities of salespeople, you can theoretically control the result. These companies, however, are always recruiting. Good salespeople leave because they feel disengaged, demotivated and unappreciated. Non-performers are exited because they are dis-empowered and never get a chance to realize their own potential.