In recent decades, scholars have conducted more than a thousand studies to determine the styles, qualities or personality traits of great leaders and identify situations in which each style or approach would be more appropriate. None of these studies has provided a clear profile of the leader or leadership definitions generally agreed, not a dominant paradigm for study. In addition, there is little agreement among experts on the best strategies to develop and exercise leadership in organizations.

Many studies have generated useful but, unfortunately, approaches or theories resulting empirical problems too, with mixed results measurement and definition, creating a highly complex, both analytically and the practical application, which grew in a geometric-exponential.

Currently, the problem of how to align teams with the definition of objectives and strategy is one manifestation of the difficulty of the directors in the exercise of leadership. The lack of alignment is often reflected in the daily work and that doubts began to emerge of how to act, what style to use, how to adapt the style to the situation, the context and the needs of followers.

Hopefully, in these times of uncertainty and turbulence, was so easy to analyze the leadership styles as outlined in the two-dimensional matrix of Blake and Mouton (1964). Or that the leader’s charisma was the decisive element for the followers actually follow him. On this point as Max Weber said that charisma arises from the relationship between the leader and his followers, and is not an exclusive feature of the leader. He also said that only lasts personal charisma “while receiving recognition and can satisfy their followers or disciples.”

These are just some examples of the many variables that come into play in an equation that, ideally, should determine the leadership style to use in certain situations, more or less charismatic, more people-oriented or task, the transformation – change through persuasion and soft power – or the transaction – trading based on particular interests or hard power.

This equation is only solvable through the introduction of strategic logic takes into account all these factors, goal-oriented, considering the uniqueness of each context and modes of communication to use to get the commitment through the agreement between the parties involved in each process. Joseph Nye can glimpse these logics and proposals for action in the concept of “Smart Power Leadership” and applied technology are a response in the model of “Strategic Problem Solving” by Giorgio Nardone.

It is not put into question the validity of studies and theories arising from previous approaches, which provide valuable contributions to theoretical and applied, but it seems prudent and necessary to evolve into strategic models of goal-oriented leadership, shared and measurable, to the detriment normative theoretical models, which are oriented mainly to the strong confirmation of the theories that tend to guarantee the existence of a self-referential way.

As Hegel quipped: “If the facts do not fit the theory, much the worse for the facts.”

Those who are called to exercise the responsibility of leading organization, either from the top or from the middle, as changing circumstances as we are living, deserve to have a work of empirical research work and experimental continuous from specialists for the development of flexible working patterns, to provide methodological rigor, reduce the complexity of the analysis and providing high levels of efficiency and effectiveness in operational terms.

Many people has been said about how to negotiate and who else who has heard or even less applies the concept of win-win solution. So far so good, but at the time of the day, the truth is, many sales are lost by not knowing how to negotiate and not take a well-defined sales process, even for those who think they are good communicators.

Excellent Seller = Excellent communicator

Being a good communicator differs from the classic image of the trade talks and talks non-stop thinking that the verb and be nice to have already a good seller. Curiously, these profile vendors often have very poor results in rainy day as this is where it really tests whether you are a good seller.

According to experts, in a negotiation should spend 30 percent of the time talking 45% listening. Writing and reading represent 9 to 16%. These percentages indicate that dominate the sale must master how to communicate effectively in different ways and know how to do it at any time.

A negotiation process provides an exchange between two people seeking to agree to reach a mutually satisfactory outcome. Each party exchange interacts with the other a mass of information that go beyond words and ideas expressed.

In the negotiation process, the internal state of a person influences outcomes through its relationship with internal processes, reasoning and behavior. Success is achieved based on personal choices, motivations and beliefs that arise from internal states.

So if you are an entrepreneur, here you go past 10 points on how to keep your customer strengths of your business.

1. Be sure to obtain complete and accurate data of each customer who comes to your business.

2. Make a list of all customers to include the most interesting information from them. The more we know the better.

3. Keep constant contact with your customers at least once a month.

4. Make the relationship evolves. Educate your customers on the benefits of their product and services, experts convert into buyers.

5. Distinguish your best customers with preferential treatment and exclusive privileges such as easy paragraph, better access to new products, better credit terms, etc…

6. Make sure your customers will find out how well you treat this group of pampered, and tell them how they can belong to that select group.

7. Call your customer at least twice a year to ask how we can serve you better.

8. Send three messages for each message regarding sales to regular customers.

9. Use as many means to contact your customer (phone, email, written correspondence, personal visits, etc.).

10. Invest in your customers a fixed percentage of what they buy on your business.

Too easy, remember that in business, the customer is what feeds you.

Statistical projections on a horizon of 5-10 years present a picture of labor market highly polarized around two major groups: professionals and service personnel. Are these groups will experience greater growth. Both are located at opposite ends of what would be the continuum of occupations: the professions generally require high skills and are associated with high wages, while the services sector is occupied by low-skilled and low wage levels or lower. We speak of a market so strongly bipolar.

Technology plays a key role in this polarization, since it covers an effective and inexpensive a good part of the ‘intermediate occupations’-routine tasks where they can set clear standards and protocols, and whose efficiency criterion is the speed in stable criteria quality. The growth in employment will therefore focus on those core activities that require skills, at least so far, are unique and uniquely ‘human’: abstract tasks which require special manual skills.

These are the macroeconomic forecasts, which sound quite realistic input. But how employee profiles evolve? For workers to levels of extreme flexibility and versatility that adapt quickly to changing environmental conditions and are prepared to acquire new skills and competencies to speed the business requires. And serenity levels sufficient to assume higher risks of having a redundancy or dismissal. If we add the multiple roles that modern society requires us to dynamically play along every day (self-sacrificing father, mother, caretaker head of household and property, etc) … then continuing with the metaphor psychopathic sought an employee with considerable levels of Disassociation of personality … which could be due to the ‘pole’ of highly skilled and well paid, not because they are more capable, but because apparently compensation … but it is less clear at the opposite end.

Some time ago I wrote a post entitled “Methods of negotiation: The tricks of good buyers,” he described eight possible ways in which a buyer can act. At that time someone said it was a traditional way of addressing the relationship between buyer and seller and forgetting about the famous strategy of “win-win” where buyer and seller are not opponents but partners seeking a satisfactory outcome for both.

At this point, I think it might be interesting to go deeper into the profile you may have a buyer, who actually buy and what position we take as vendors in each case.

* The beginning: This type of buyer is characterized by detecting knows your business needs, knows how to meet those needs known to search the market dealer can offer the product or service. If, as a rule, to be sellers, we are obliged to meet competition, with this type of buyer more if possible.

* User: In this group fall those who use a product or service purchased by the purchasing department and may indirectly influence to tilt the balance between one and other vendor. Our job as marketers will learn first-hand opinions of our product with these “invisible guests.”

* The Technical: For your training can have an appreciable influence on the decision to purchase. When we know that our products or services are a “technical filter” we must not only be concerned with knowing that covers technical requirements for our client but we must go further and know that it also provides solutions to customers of our buyer.

* Controls: Controls the information internally and defends the positions of the vendors if they are reasonable. If we sell to companies with people who tend to play this role in buying commissions must find out who they are for, from a standpoint of honesty, provide as much information as possible.

* The Trade: The buyer 2puro and hard, “directly and regularly deals with vendors. They are expert shoppers with great authority and they know perfectly try to vendors. Our attitude as a vendor must pass, inter alia, by: listen, ask questions, and make things right, to show what we say, negotiate, persuade, loyalty, and to provide high quality service, etc.

* Decision-makers: Perhaps the most difficult because they can be persons occupying positions of management or purchasing committees have the final word. We will have great success as sellers if we can go directly to these levels of decision. We must try and “lesser evil” to know and understand their real needs.