Real Sales Manager

27. Rob Herbst and the changing role of Sales Managers

In this episode of the podcast Steve Hoyle interviews Rob Herbst about the evolving role of sales managers and the essential traits that contribute to their success. Rob shares insights from his extensive experience in sales leadership, emphasizing the importance of personal development, accountability, and building trust within sales teams. The discussion also touches on the impact of technology and data on sales management, the necessity of coaching and feedback, and the mindset shifts required to thrive in a tumultuous business environment. Rob concludes with advice for new sales managers, highlighting the value of embracing change and learning from mistakes. Contact You can see Rob's profile at https://www.linkedin.com/in/robherbst/ You can contact Rob through https://www.spireselling.com You can watch Rob on YouTube at @spire.selling  Key Takeaways ·      Sales managers are pivotal in shaping sales culture. ·      Successful sales managers enjoy being with their salespeople. ·      Accountability in sales comes with responsibility and authority. ·      Sales coaching should be a collaborative process. ·      Trust is built through genuine human interaction. ·      Sales managers must adapt to the changing landscape post-COVID. ·      Feedback culture is essential for strong sales teams. ·      Sales is an adventure that requires a growth mindset. ·      Data should be used to examine and interpret sales performance. ·      Personal development is crucial for both salespeople and managers. Sound Bites "Sales Managers are the pivot point" "Three anchors: personal development, clear expectations, achievement orientation" "They own the culture" "What can you depend on me for?" "What can I depend on you for?" "Friends don't let friends fail" Accountability comes together with Responsibility, Autonomy, Authority" "Trust can't happen that way." (digital only communication) "I can't do that by text" "Be with your salespeople." "Sales is a lonely place if you're not part of a sales team" "Get your team together" "A one-on-one is my sanctuary" (for a sales person) "The world is tumultuous, and it's doing us a favour" "Keep the easy parts easy" "We are now examining truth much more deeply" "Truth is hard work. Fiction is easy" "A real relationship is disruptive, intrusive and disturbing" "Sales is a fantastic vocation." Books Rob referred to his two books: both available on Amazon and at Barnes & Noble Cheating Death, https://www.amazon.com/dp/B0F3JG9VZR/ Spire Sales Culture: Your Guide to Developing a Thriving B2B Sales Force Keywords accountability, trust, sales leadership, sales management, characteristics of managers, team culture, authentic leadership, growth, mistakes, success, team building, sales strategies, personal development, coaching

26. Lennart Sigterman Leadership and Planning

In this conversation, Lennart Sigterman, a hugely successful and experienced sales leader, shares his journey into leadership. He emphasizes the importance of understanding team dynamics, building a strong team culture, and the role of vulnerability in effective leadership. He discusses the challenges of transitioning from a sales role to management, the significance of clarity in leadership, and the characteristics that make a successful manager. Lennart also highlights the essence of sales planning, the balance between structure and autonomy, and the importance of learning from mistakes. He concludes with insights on the pride that comes from seeing a team become self-sustaining and the challenges faced by first-line sales managers. You can see Lennart's  profile at https://www.linkedin.com/in/lsigterman/ Key Takeaways ·      Leadership is an attitude, not just a title. ·      Act like a leader before you have the title. ·      Understanding team dynamics is crucial for success. ·      Building a strong team culture fosters collaboration. ·      Vulnerability in leadership encourages trust and openness. ·      Sales planning provides structure without micromanagement. ·      Effective planning translates strategy into action. ·      Balancing structure and autonomy is key to team success. ·      Navigating resistance requires creating a safe environment for dialogue. ·      Authentic leadership involves sharing personal values and experiences. ·      Coaching team members leads to their growth and success. ·      Learning from mistakes is essential for growth. ·      Creating an environment where every opinion is valued is important. ·      The hardest job in the company is often that of a first-line sales manager.  Sound Bites  "Leadership is not a title or a job." "You can't make a hockey team out of football players" "If the team do not see the value, they will not do it" "Have those tough conversations" "The hardest job in the company." "It's all about transparency." "Under big trees, nothing grows." "You can coach their potential."  Book Lennart referred to: 'Dare to Lead: Brave Work. Tough Conversations. Whole Hearts' by Brené Brown He also recommends: 'Authentic Leadership' by Bas Blekkingh Keywords attitude, leadership, sales management, team dynamics, vulnerability, planning, characteristics of managers, team culture, resistance, authentic leadership, growth, servant leadership, mistakes, success, team building, sales strategies, personal development, coaching

25 Andrew Smyth: Leadership and Customer Relationships

In this podcast conversation, Andrew Smyth shares his unique journey from being a tradesperson to becoming a successful sales person, sales manager, and senior leader. He emphasizes the importance of understanding customer perspectives, effective communication, and the need for visibility in leadership roles. Andrew discusses the characteristics that make an effective sales manager, including listening, involvement, and recognition of team members. He also highlights the differences in managing employees versus contractors and the significance of maintaining relationships in both contexts. The conversation concludes with insights on how recognition and motivation play crucial roles in driving sales performance. We discuss the importance of building strong customer relationships, and the role of sales managers in engaging with customers. We also explore strategies for effective joint calls, the intelligence a managers needs in customer interactions, and the responsibilities of salespeople in maintaining accountability. The conversation emphasizes the need for appreciation, communication, and understanding in the sales process, highlighting how these elements contribute to overall sales success. Andrew also shares his insights on transitioning from a peer to a sales manager, emphasizing the importance of establishing the identity of the Sales Manager while maintaining authenticity. He discusses the challenges of managing experienced salespeople and the necessity of addressing issues with empathy and openness. Andrew highlights the significance of making mistakes as a learning opportunity and the importance of celebrating successes, no matter how small. He reflects on his own experiences, sharing powerful valuable lessons learned from making decisions in his management role, and concludes with a powerful message about the importance of kindness and authenticity in leadership. You can see Andrew's  profile at https://www.linkedin.com/in/andrew-smyth-06a54677/ [https://www.linkedin.com/in/andrew-smyth-06a54677/] Key Takeaways • Listening and involving team members in decisions is vital for new sales managers. • Recognition for salespeople can take many forms, including incentives and personal acknowledgment. • Sales managers should balance data analysis with personal engagement. • Salespeople value autonomy and recognition for their achievements. • Building relationships with contractors requires a different leadership approach. • Recognition can come from simple words of appreciation. • Joint calls should focus on adding value to the salesperson. • Sales managers must respect the salesperson's relationship with customers.. • You need to cast your identity as a sales manager. • What you walk past, you condone; set clear standards. • Own your mistakes instead of blaming your team or others. • Celebrate successes, no matter how small. • Recruiting the right people is a significant triumph. • Be brave, bold, authentic, and kind in leadership. Sound Bites "You still need to be visible." "You need to be able to engage your manager." "You can't beat being together." "A customer doesn't need to understand. They have a choice" "Be super, super interested in the customer." "Make your problem my problem." "You have to cast your own identity." "What you walk past, you condone." "Don't be afraid to make a mistake." "Celebrate success, it can be simple." "Be brave, be bold, be authentic, be kind." "Kindness can help business grow." Keywords sales management, leadership, employee engagement, contractor management, recognition, sales strategies, sales recognition, customer relationships, joint calls, sales accountability, leadership, sales motivation, sales management, leadership, mistakes, success, team buildin

24 Rebecca Hatch Engineering to Sales to Management

In this episode of the Real Sales Manager podcast, Rebecca Hatch shares her unique journey from being a lighting engineer to taking on leadership roles in sales.  She emphasizes the importance of relationship building, honesty, and effective communication in both sales and management.  Rebecca discusses the challenges of transitioning into leadership and the value of an MBA in her career development. Throughout the conversation, she highlights the dual roles that professionals, especially engineers, must embrace in today's business environment.  She emphasizes the importance of collaboration between sales and engineering teams, the need for strategic long-term planning, and the value of industry involvement for personal and professional growth. The discussion highlights the evolving nature of technical sales in a rapidly changing technological landscape and the necessity for sales professionals to adapt and add value in their client interactions.  Reflecting on her journey in leadership, Rebecca emphasises the importance of giving back, the challenges of balancing day jobs with volunteer roles, and the significance of building relationships. She offers valuable advice for new managers, highlighting the need for active listening and thoughtful planning.  Rebecca reflects on a significant mistake from her early career, illustrating the importance of building relationships early, calm communication, and collaboration in resolving issues. She also discusses the triumphs of leadership, focusing on the joy of team successes and the value of fostering a supportive environment. You can see Rebecca's  profile at https://www.linkedin.com/in/rebeccahatch25/ Sound bites "People buy from people." "We are all selling all the time." "Honesty is crucial in leadership roles." "An MBA broadens your business skills." "I do not regret it one bit now." "I try and give back." "I need to be broader." "Speak to everyone you can." "Take it all away and give yourself time." "Don't be afraid to say, I'm new." "Stay calm and find a solution." "We've lost that human connection." "It's about other people's success." Key Takeaways • Rebecca believes that honesty is crucial in leadership roles. • She discusses the dual roles of engineers in sales and client relations. • Rebecca highlights the significance of an MBA in her career. • She reflects on the challenges of transitioning to leadership. • Rebecca advocates for open communication to foster a positive culture.  • The commitment to professional growth can be daunting but rewarding. • An engineering background can provide a competitive edge in sales. • Technical sales approaches often lead to better performance. • Keeping up with technological advancements is crucial in sales. • Building relationships is key in a niche industry. • Sales and engineering roles are increasingly merging. • Effective management requires understanding diverse team strengths. • High-performing teams are intentionally built, not accidental. • Long-term strategic planning aids in making informed short-term decisions. • Industry involvement can significantly enhance career opportunities.  • Rebecca emphasizes the importance of giving back to the community through leadership roles. • New managers should prioritize listening and understanding before taking action. • Calm communication can resolve issues more effectively than panic. • Building relationships is key to successful project management. • Asking the right questions is essential for new managers. • Mistakes are opportunities for learning and growth. • Leadership is about empowering others and celebrating their achievements. • Maintaining human connections in communication is vital for effective teamwork.

23 Daniel Keating from Europe to USA

Daniel Keating is a super salesperson, turned sales manager, turned entrepreneur, turned advisor to European based organisations wanting to establish or grow their presence in the USA. The discussion covers the complexities of navigating the US market for startups and the unique challenges of selling to early stage companies, covering selling them products or services as well as selling yourself as a potential employee, where in my opinion he is particularly insightful. Daniel offers valuable advice for aspring sales managers, highlighting the need for experience and understanding team dynamics as well as building a strong network. Daniel shares his insights on navigating the complexities of sales management, particularly in global account management.  He emphasizes the importance for sales managers of goal orientation, communication skills, and the ability to ask for help. One area that we discussed in particular, and very relevant to new sales managers as well as experienced managers taking over new teams, is Daniel's approach to a 30 / 60 / 90 day plan and how to get off to the best of starts during what is often a far-too-short 'honeymoon period'. Assessment of the situation, and particularly of the pipeline, and setting realistic expectations comes in for particular comment. You can see Daniel's  profile at https://www.linkedin.com/in/danielmkeating/ Key Takeaways  ·       Daniel's journey into sales leadership was driven by a desire for control. ·       Sales management involves balancing the needs of senior management and the sales team. ·       Effective sales managers must be goal-driven and people-oriented. ·       Boldness is essential for asking for support and resources. ·       Understanding the complexities of the US market is crucial for success. ·       Selling to early stage companies requires a tailored approach. ·       Sales managers need the engagement of founders in early stage companies. ·       Opportunities for sales management roles can be rare and should be seized. ·       Aspiring sales managers should develop skills in team dynamics and communication. ·       Experience in larger organizations can provide valuable support for new managers. Demonstrating team management skills can lead to greater responsibilities. ·       Developing interpersonal and motivational skills is crucial for global account managers as well as sales managers. ·       Courses and networking are valuable for personal development. ·       Continuous consultation with experienced colleagues is essential. ·       Sales managers should assess their situation and team dynamics early on. ·       Skepticism is necessary when evaluating forecasts and pipelines. ·       Establish clear deliverables to build trust with leadership. ·       Engagement from leadership is critical for success in new markets. ·       Mistakes in pipeline assessments can be costly; always verify information. ·       Building personal relationships in your network is more important than just connections. Sound Bites "You need to be a good communicator." "You have to be prepared to ask for help." "The US is actually quite a complex place." "You need senior management engagement and support." "You need to understand team dynamics." "I still work with and consult with people." "Assess your situation first and foremost." "You need a degree of skepticism."