An alternative to the overused analogy between sales and "Sun Tzu and the art of war". An analysis of Admiral Nelson and the skills required of a successful sales director.

1. Consilium
| s a l e s t r a n s f o r m a t i o n |
Consilium
| s a l e s t r a n s f o r m a t i o n |
Would Nelson
have made a
good sales
director?

2. Consilium
| s a l e s t r a n s f o r m a t i o n |
Leadership
Without question Nelson was an
inspirational leader!
He understood the need for constancy
of purpose and clarity of the messages
he delivered to those under his
command.
He was even liked to the extent that,
after the battle of Trafalgar, many sailors
were said to have shed tears on
receiving the news of his death.
As depicted in this portrait of Lord Nelson by
Lemuel Francis Abbott in 1800, Nelson did not
need to wear an eye patch.
His blindness in one eye was an internal injury
(possibly a displaced retina) so the eye appeared
quite normal.

3. Consilium
| s a l e s t r a n s f o r m a t i o n |
People
Nelson and his contemporaries understood the
need for training. Through regular gunnery
practice and long periods at sea manning the
blockades of the French ports, the British navy
was well practiced in gunnery and seamanship
having a rate of fire several times faster than
that of the French.
Nelson had a reputation for caring for his
sailors, but the introduction of limes* to
their diet, was initiated by Sir Gilbert
Blane FRS, Physician to the Fleet 1779–
1783.
* The British came to be known as
Limeys as the reforms in the naval diet
called for lemon juice to be added to the
sailors’ grog. However limes were more
readily available in the Caribbean.

4. Consilium
| s a l e s t r a n s f o r m a t i o n |
Process
There’s nothing like a simple plan.. . . . . . .
The plan for Trafalgar played to the
British strengths: rather than
approaching the enemy in a long battle
line and engaging in a parallel
formation, Nelson formed two close
parallel lines to go straight at the
enemy.
This approach simplified
communication and broke the battle
into a number of individual ship to ship
fights, allowing the British to prevail
through their superior gunnery.
“In case signals can neither be seen
or perfectly understood, no captain
can do very wrong if he places his
ship alongside that of the enemy.”
Prior to the Battle of Trafalgar, 21 October 1805
Plan for the battle of Trafalgar 1805
Source: the National Maritime Museum

5. Consilium
| s a l e s t r a n s f o r m a t i o n |
Proposition
Sustained violence until the battle is won!
Not so much a proposition as an ‘offer you
can’t refuse’?
“Firstly you must always implicitly obey orders,
without attempting to form any opinion of your
own regarding their propriety. Secondly, you must
consider every man your enemy who speaks ill of
your king; and thirdly you must hate a Frenchman
as you hate the devil.”
...and remember what he said:
“no captain can do very wrong if he places his
ship alongside that of the enemy.”

6. Consilium
| s a l e s t r a n s f o r m a t i o n |
How would
we rate Nelson?

7. Consilium
| s a l e s t r a n s f o r m a t i o n |
A**
Without doubt Nelson was one of Britain’s most
charismatic leaders. He communicated clearly,
and won the respect of his men through his
commitment and compassion. He led by
example and was not shy of action. He even
insisted on taking his turn to be treated by the
surgeon when wounded during the battle of the
Nile.
Leadership

8. Consilium
| s a l e s t r a n s f o r m a t i o n |
A*
Nelson had a talent for making sure his people
would perform “to be almost invincible”. Regular
gunnery practice ensured that the British rate of
fire was not only rapid, but accurate. Much was
done to improve the well being of the sailors;
reforms to the navy’s diet could be viewed as the
equivalent of today’s manager striving to ensure
that his team is able to perform to the utmost.
People

9. Consilium
| s a l e s t r a n s f o r m a t i o n |
A
Clear plans certainly, together with clear roles for
all those aboard his fleet. What is impressive in
this area is that Nelson was quite prepared to
challenge the existing way things were done and
to introduce new tactics where he saw fit.
Process

10. Consilium
| s a l e s t r a n s f o r m a t i o n |
A*
It is difficult to transpose directly to selling
from late 18th/early 19th century naval
warfare. Boarding parties lead from the front
by Nelson and sustained accurate cannon
fire are not so much a proposition as an offer
that is “difficult to refuse”. Of note was what
Nelson termed “the Nelson touch” which was
his introduction of innovative tactics in battle.
Proposition

11. Consilium
| s a l e s t r a n s f o r m a t i o n |
Nelson would have made
an excellent sales director,
though he’d have been
a challenge to manage –
from his wilfully blind eye
to his wayward private life.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . .
Leadership A**
People A*
Process A
Proposition A*
Conclusion

12. Pictures courtesy of Microsoft clip art, Wikimedia and others.
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