A sales manager who displays the dimension of consideration is more likely to have relationships with salespeople that are characterized by mutual trust, respect for salespeople’s ideas, and consideration for their feelings. A climate of good two-way communication usually exists between the manager and members of the sales team. The following behaviors provide evidence of consideration:

1. Regular and effective communication receives a high priority. Whenever possible, the sales manager engages in face-to-face communication with salespeople. They do not rely entirely on e-mail, letters, or sales reports for information sharing but arrange face-to-face meetings. John Morrone, former vice president of sales for Pitney Bowes Management Services (recently rebranded as Novitex Enterprise Solutions), frequently traveled with his salespeople. He says, “My claim to fame is reaching out and touching people.”13 The effective sales manager is a good listener and creates an atmosphere of cooperation and understanding.

2. Each salesperson is treated as an individual. The sales manager takes a personal interest in each member of the sales force. No one is treated like a “number.” The interest is genuine, not artificial. The effective sales manager does not endanger effectiveness by showing favoritism to anyone.

3. Good performance is rewarded often. Positive reinforcement is one of the strongest morale-building factors in the work environment. Ken Blanchard, coauthor of The One-Minute Manager, says, “The key to developing people will always be to concentrate on catching them doing something right instead of blaming them for doing something wrong.”14 Recognition for a job well done is always appreciated.