Influencing & conflict in KAM, London
Making KAM work: Influencing and resolving conflict
Sponsored by Queen Mary University London
Key account managers have responsibility without authority – it’s the norm in KAM - and programme leaders also have serious challenges requiring high levels of political and communication skills. So many members asked for this workshop! Our strong line-up of speakers/session leaders tackled these issues in a really interactive approach to making KAM work.
Prof. Stephan Henneberg - School of Business and Management, Queen Mary University
KAM/Sales management stressors: When it frustrates...and when it doesn't
- KAM often results in (counterproductive) stress - but where does it really come from?
- Research shows that no single factor induces stress, it's about different combinations of stressors
- So how do you achieve 'non-stress' i.e. mellowness? And should you try? It's not just the flip-side of stress.
Dr Brit van Ooijen - Leader Coach and Programme Director, Brussels Campus, Center for Creative Leadership
The Catch 22 of KAM - influencing without authority
- Are you really as powerless as you feel? What sources of authority can you leverage?
- How should you exercise influence?
- What do you do when your needs impact someone else’s KPIs negatively?
- How do you come across as trustworthy to your stakeholders?
Kristian Kaas Mortensen, Director, Strategic Partnerships from Girteka Logistics, Baltic States
A case study in influencing - like when your key customer demands a massive price reduction
- What do you do?
- Who do you have to influence? Are they external or internal, or both?
- Who are the stakeholders and what drives them?