Sales leaders

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Do you lead in fear or lead in accountability?

Organisations thrive or collapse on the success of their sales teams. It’s challenging being a sales leader. Most sellers know and exemplify vibrance and enthusiasm. Let’s face it: who would want to buy from an unenthusiastic seller? You can’t fake enthusiasm, so sellers manage to truly believe in the products and services they sell. The mental process to manifest this is unique and challenging to share … or is it?

Sellers operate at the “change face”. Clients are constantly evolving, the market is shifting, their organisations are changing. Staying connected and successful is an art form many struggle to achieve, and few see managing change as the key to their success. The default position for many sales leaders is action driven by fear. CRMs have been weaponised to track compliance. CRM promises much in recording, reviewing and maintaining opportunities and accounts, but without work on accountability, your sales teams will see it as another compliance activity — and one they have no time for. 

The trouble is, most organisations say one thing and do something completely different — to which sellers are asked or forced to comply.

  • If you’re creating experiences that don’t match your intention, you have a cultural issue. 
  • If you’re creating intentional and consistent experiences around the use of CRM and you aren’t getting sellers to meet your expectations, you have an accountability issue.
  • If you’re creating consistent experiences, and if sellers are genuinely seeking to meet your expectations but still not meeting your expectations, you likely have a training issue.

Cultures of accountability bring awareness to trust inside your organisation.

If your organisation doesn’t trust itself, how can your customers trust your organisation?

We help sales team exceed their targets, build trust, and be accountable.

Umm. No. I would say it’s not dead it is rare.

Relationships are hard work and the ones that endure are the ones that emerge from failure and hardship. Relationships are easy when things are going well.” You have a point. I would love to know how you go about building relationships like that?
I have some ideas.
I am all ears...
OK. First thing is you accept the sales team you have is the right team. How can you expect to develop relationships of substance from adversity ‘externally’ when you don’t have the experience of doing it inside your own organisation?
Yeh but some sellers just don’t cut it.
Don’t cut it or don’t cut it yet?
I see what you are saying. If we can create a culture like that then these sellers will believe in their own organisation and back each other.
Exactly! And imagine how appealing this is to our clients?

We demand authenticity
We develop accountability
We do it now