The success of corporate Sales activities depends on the individual's "ability" of Sales people. In fact, in many cases, how well they understand consumers' needs and how concretely they can make suggestions are actually determined largely by the ability of Sales people rather than any reputation of their companies offering services and products.

In general, "originality" rather than "cooperativeness" is required, and in reality, a number of organizations are forced to realize that they can not provide, in the organization level, enough support to develop each Sales person. Sales people repetitively create and present proposals to their customers.

Though this is a little slanted view, usually most workers do not (are reluctant to) consult their supervisors almost at all, while few employees inform, contact and consult the supervisors in detail. Also, supervisors are so busy with super-sales that they don't have time (are reluctant) to hear subordinates in many cases. Such a tendency exists in both small and large companies.

"You are on your own."

In fact, leaders using a phrase "laissez-faire" do manage well. In other words, they request only reports of critical information, and they don't demand reports about trivial issues occurring daily.

This is good for members (followers) to move forward. For instance, they can take action freely as long as they observe a rule "if the proposal contains a deal more than one million JPN yen or if the estimate includes more than 50% discount, it is necessary to receive the supervisor's approval in advance." The clear definition of the discretionary range, including the rules and procedures, enables workers to fully exercise their "ability."

Then, the leader sends an e-mail to members only when the rule gradually gets violated, "Please use the following format to receive my approval in advance if you treat more than one million JPN yen in your proposal."