Five values a business team leader should pass on to team members

Leading a business team has its specifics when compared to leadership of any other type of department. A business team leader must serve as a role model, teaching team members the art of sales and motivating them. At the same time, they must pass on to them certain business values. Here are five values such a leader should teach subordinates.

Illustration

This list was published by the Harvard Business Review.

The importance of customer service

Retention of the current clientele and development of existing business relations is one of the most lucrative sources of income. A business leader should therefore not only teach team members to acquire new clients but especially how to provide quality care to the current ones.

Value vs. price

Too many clients do not know the difference between the value and the price of a product. Unfortunately, many salespeople do not know this difference either. A business team leader must therefore teach the team members effectively to convince clients of the high value of the product before they mention the price.

Originality

A good salesperson must be original, honest and slightly non-traditional. A leader should not want all team members to be the same; on the contrary, they should support uniqueness, plus good and original traits.

Work organisation

Even seemingly simple things, such as giving priorities to tasks, fighting procrastination and organisation of work are often major challenges to employees, all of which makes them less effective at work. A leader should therefore spend time with staff also in this regard.

Getting new leads

Obtaining new leads is an essential step in achieving business success. This concerns not only quantity, but primarily the quality of leads. A team leader should therefore spend time teaching team members effectively to seek new leads and use various sources.

 

-mm-

Article source Harvard Business Review - flagship magazine of Harvard Business School
Read more articles from Harvard Business Review