Real Sales Manager

 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.ContactYou can see Rob's profile at https://www.linkedin.com/in/robherbst/You can contact Rob through https://www.spireselling.comYou 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."BooksRob referred to his two books: both available on Amazon and at Barnes & NobleCheating Death, https://www.amazon.com/dp/B0F3JG9VZR/Spire Sales Culture: Your Guide to Developing a Thriving B2B Sales ForceKeywordsaccountability, trust, sales leadership, sales management, characteristics of managers, team culture, authentic leadership, growth, mistakes, success, team building, sales strategies, personal development, coaching  

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." BookLennart referred to: 'Dare to Lead: Brave Work. Tough Conversations. Whole Hearts' by Brené BrownHe also recommends: 'Authentic Leadership' by Bas BlekkinghKeywordsattitude, 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 

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/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."Keywordssales 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

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.

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."

In this conversation, Jon Keating shares his journey into sales leadership, discussing personal experiences, the transition from individual contributor to manager, and the importance of self-motivation and coaching in leadership roles. He reflects on his early sales experiences, the value of structured training, and the significance of understanding team dynamics and individual motivations. Jon discusses the importance of adding value as a sales leader, the role of data in sales management, and the distinction between leadership and management. He emphasizes the need for sales managers to evolve in their careers, behave at a higher level, and understand the differences between working in startups versus corporate environments. The discussion also touches on the impact of VC and PE funding on sales strategies and the essential skills future sales managers should develop to succeed. Jon also shares his insights on essential skills for sales management, offering key advice for new sales managers, and reflecting on his own mistakes and triumphs throughout his career. He emphasizes the importance of understanding team dynamics, accountability, and the value of respect in leadership. Jon also discusses the significance of being proactive in decision-making and the impact of coachability on team performance.You can see Jon's  profile at https://www.linkedin.com/in/jondkeating/Key Takeaways·      Self-motivation is crucial for success in sales.·      Transitioning from individual contributor to manager requires a mindset shift.·      Leadership involves making others successful, not just focusing on personal performance.·      Understanding team dynamics is essential for effective management.·      Adding value to team members builds credibility as a leader.·      Sales training programs can provide a strong foundation for future success.·      Persistence is key in overcoming challenges in sales.·      Emotional intelligence is important for understanding team members' needs.·      Data-driven decision-making enhances team performance.·      Different people require different approaches to motivation and support.·      Sales leaders must add tangible value to their teams.·      Data should guide decision-making, not dictate it.·      Leadership involves vision and motivation, not just management.·      Career progression requires a big-picture perspective.·      Sales managers should behave one level up to prepare for advancement.·      The landscape for sales careers is evolving with new opportunities.·      Startups require adaptability, while corporates seek execution.·      Understanding funding dynamics is crucial for sales strategies.·      Sales managers need to develop skills aligned with their career aspirations.·      Planning for the future can shape better career choices. ·      Understanding different sales models is crucial for success.·      Effective management requires a balance between support and challenge.·      Building relationships with team members is key to success.·      Sales managers must quickly grasp pipeline and forecasting.·      Forecasting should reflect reality, not just targets.·      Quick decisions on underperforming team members are essential.·      High performers are reliable and accountable.·      Respect and courtesy are fundamental in leadership.

In this conversation, Mark Goossens (Managing Director, Head of Public Sector Sales for IBM Technology in UK) shares his journey from engineering to sales leadership, emphasizing the importance of trust, emotional intelligence, and understanding individual motivations in sales management. He reflects on his experiences, mistakes, and triumphs, offering valuable insights for aspiring sales managers.You can see Mark's profile at https://www.linkedin.com/in/markgoossens/Key Takeaways·      Mark's journey into sales was accidental·      Building trust with the team is essential for effective sales management.·      Emotional intelligence plays a crucial role in understanding team dynamics.·      Sales leaders should be curious and open to understanding individual motivations.·      Mistakes in leadership often stem from not trusting one's instincts.·      Mentorship and coaching are vital for personal and team growth.·      Sales management requires balancing empathy with performance expectations and authority·      Recognizing neurodiversity can enhance team performance and dynamics.·      Effective communication is key to building relationships in sales.·      Vulnerability and humility can be powerful traits in sales leadership.Sound Bites"You need to be a sales leader.""Trust is just so important.""You owe it to the rest of the team.""You have to be a shit filter.""You can't do any of it overnight.""At no point does that motivate people""The pack thing""Being emotionally intelligent and thinking about the impact of your actions on your team""I had got to a situation where she felt she could trust me to share with me something that was materially massively important to her""It's knowing the right thing to do at the right time in the right circumstance in the right way"Keywordssales leadership, emotional intelligence, trust, sales management, motivation, career journey, sales tips, personal growth, mentorship, neurodiversity 

In this conversation, Helen shares her journey into sales leadership, discussing her early experiences at IBM and the importance of technical knowledge in sales. She reflects on the training she received, the challenges of transitioning into management, and the key attributes necessary for effective leadership. Helen emphasizes the significance of responsibility, team dynamics, and the balance between being a leader and a team member. The discussion also explores the dual nature of management as both an art and a science, highlighting the importance of judgment and questioning in the sales process. In this conversation, Helen shares her insights on sales management, emphasizing the importance of understanding team dynamics, effective questioning, and making judgment calls. She discusses her leadership philosophy of serving her team, offers practical tips for new sales managers, and reflects on her own mistakes and successes in management. The discussion highlights the challenges and rewards of being a leader in a sales environment. You can see Helen's profile at https://www.linkedin.com/in/helen-kelisky/Key TakeawaysHelen's journey into sales leadership began at IBM.Technical knowledge is crucial for effective product sales to technical buyers.The art of asking questions is fundamental in sales.Good judgment is essential for management roles.Creating a vision for the team fosters responsibility.Management requires both science and art.Training programs can significantly prepare individuals for management.Resilience is key in facing challenges as a sales manager.Team dynamics are influenced by the manager's approach.Not all top salespeople make the best sales managers. Sales forecasting involves understanding team dynamics and individual behaviors.Effective questioning is crucial in sales management to gauge team performance. Management requires making judgment calls based on available data and team input. Leaders should serve their teams to foster a collaborative environment.New managers should focus on building trust and clarity with their teams.Feedback should be given promptly and appropriately to encourage growth.Managing out underperforming team members is a necessary part of leadership.Celebrating team successes can create a positive work environment.Leadership is about making difficult decisions for the benefit of the team and organization.The role of a manager is both challenging and rewarding, offering valuable life lessons.Sound Bites"You need to demonstrate good judgment""You are responsible for those people""You treat your team with respect""It's all about the questioning.""Everything is a judgment.""I'm in service of my team.""Be open and likeable.""You can make the elephant dance."“It’s the best job ever.”Keywordssales leadership, management training, team dynamics, effective management, sales techniques, leadership styles, responsibility in management, art of questioning, technical sales, IBM training, sales management, forecasting, team dynamics, leadership, judgment, coaching, feedback, new managers, mistakes, successBookHelen referred to 'Who Says Elephants Can't Dance' by Lou Gerstner

In this conversation, Dervan Alleyne, Commercial Director UK & Ireland with Signify Lighting (formerlyly Philips Lighting), and Vice President of the UK's Highways Electrical Association, shares his journey into sales leadership, discussing his passion for sales, the transition through various industries, and the importance of personal development.He emphasizes the significance of understanding individual team members' needs and adapting management styles accordingly. He also provides insights into the complexities of the lighting industry, highlighting the technical expertise required and the impact of lighting on people's lives. Dervan discusses the multifaceted impact of lighting on society, the transition from insurance to a multinational corporation, and the essential characteristics of effective management. He emphasizes the importance of self-reflection, mentorship, and continuous learning in personal and professional development. He shares effective questioning techniques in sales, the significance of time management for personal growth, and the value of diverse reading for enhancing management skills. He also highlights the role of formal education in validating one's expertise in management, the importance of mentorship, and his involvement in industry associations. He shares insights on becoming a chartered manager, the value of networking, and the significance of investing in personal development. Dervan also offers practical tips for new sales managers and reflects on his biggest mistakes and triumphs in his career.Takeaways• Dervan's passion for sales drove his career choices.• Sales management was a natural progression for him.• Creating a fun and motivating environment is key.• Coaching and mentoring are essential in sales leadership.• Understanding individual team needs is crucial for success.• Personal development became important as he faced new challenges.• The lighting industry requires specialized knowledge.• Dervan's competitive nature fueled his ambition.• Sales techniques can be applied to management effectively.• Empowering team members leads to better results. • Transitioning to a multinational corporation offers greater opportunities.• Effective management requires being a person others want to follow.• Self-reflection is crucial for leadership success.• Mentorship can greatly enhance career development.• Balancing personal development with team growth is important.• Time management is key to dedicating time for learning.• Diverse reading enriches management skills and perspectives. • Chartered management is a valuable qualification for leaders.• Engagement in industry associations can enhance professional growth.• Mentorship is crucial for personal and professional development.• New managers should focus on time management and planning.• Asking for help from peers can provide valuable insights.• Investing in oneself is essential for long-term success.• Reflecting on experiences helps in understanding one's journey.• Building a network is key to navigating challenges in management.• Learning from mistakes is a vital part of growth.• Believing in oneself can lead to greater achievements.Sound Bites"I was very passionate about sales.""I can take these people on a journey.""I had a point to prove.""I jumped straight back in.""I bought into having a mentor.""I set aside 20% of my time for learning.""The degree was more of a personal thing.""Management and leadership is a journey.""Investing in yourself sooner is key.""Believe in yourself personally."Recommended booksDervan particularly recommends: The Idiot Brain: A Neuroscientist Explains What Your Head is Really Up; by Dean Burnett

In this conversation, Derren Nisbet shares his journey from being a sales professional to a sales leader and eventually a CEO. He discusses the importance of passion in leadership, the key attributes necessary for effective sales management, and the challenges faced during the transition from individual contributor to manager. Derren emphasizes the joy of seeing team members succeed, the significance of public recognition in motivating individuals, and the need for empathy in leadership. He also addresses how to deal with underperformers and the importance of hiring the right people for the team. He shares his insights on effective leadership in sales management, emphasizing the importance of empathy, respect, and professionalism. He discusses the balance between being supportive and challenging, the significance of leading by example, and the necessity of conducting effective deal reviews. Derren also highlights the CEO's perspective on revenue assurance and the evolution from a salesman to a statesman in leadership roles. He provides practical advice for new sales managers, focusing on understanding their team and being brilliant at something, while also reflecting on the importance of learning from mistakes and empowering others to succeed.Keywordssales management, leadership, sales leadership, career development, team success, motivation, hiring, performance management, empathy, coaching, leadership, sales management, empathy, respect, professionalism, deal reviews, CEO perspective, sales process, mistakes, successKey takeaways·       Passion is crucial for effective sales leadership.·       There is no one-size-fits-all approach to management.·       Transitioning to management can be enjoyable and rewarding.·       Public recognition can motivate team members.·       Empathy is essential in leadership roles.·       Addressing attitudinal issues directly is important.·       Underperformers can often be coached to improve.·       Hiring the right people is critical for team success.·       Sales leaders should focus on individual strengths and weaknesses.·       Successful leaders balance directive and supportive approaches. Leadership is about getting people to follow you.·       Empathy and respect are crucial in leadership.·       Leading by example is essential for effective management.·       Deal reviews should focus on support, not just critique.·       Sales leaders must ensure revenue assurance for strategic decisions.·       Transitioning from salesman to statesman is vital for growth.·       Professionalism in sales means being prepared and knowledgeable.·       Building trust involves openness and admitting mistakes.·       Effective reviews require structure and clear expectations.·       Understanding team dynamics is key to successful leadership.Sound Bites"You can be yourself as a sales manager.""You have to be able to motivate people.""You can't have a team of superstars.""You have to treat people as individuals.""The best sales leaders have empathy.""You need to push and pull when needed.""Move from salesman to statesman.""Be brilliant at something.""It's a wonderful career in lots of ways."

In this episode it was a huge pleasure to spend time with Glen Farrelly, a highly experienced and very successful sales leader who has driven high growth in organisations such as Nortel, Avaya, Blackberry, and Sabio where he was VP Group Sales.I often talk with new sales managers who aim to “retire before I’m 50”, well Glen achieved this. Although he could, he hasn’t actually retired, being involved in multiple private business ventures and still consulting and coaching for a few selected clients. As in most episodes, we cover a wide range of topics. Glen’s is a very personal journey, and it was fascinating to hear how his life experiences, as a very successful sportsperson, and his early career in sales, provided firm foundations for future success; and then in management and leadership positions he constantly looked to improve his knowledge and skills, taking every opportunity to adapt, develop and learn from every experience. His lessons are invaluable for aspiring, new and developing sales managers.Enjoy!Keywordssales management, personal journey, mentorship, career development, life lessons, technical difficulties, personal experiences, sales leadership, training, coaching styles, sales culture, empathy, A-players, adversity, team management, sales success, sales manager qualitiesSummaryThe conversation covers a range of topics including the evolution of a career in sales management. Glen shares his experiences, and the lessons learned throughout his life that shaped his career. The discussion highlights the importance of mentorship and the impact of early life experiences on professional development. Glen shares his insights on sales leadership, emphasizing the importance of experience, training, and empathy in managing sales teams. He discusses the three truths of salespeople, the necessity of transparency, and the role of effective coaching styles. Glen reflects on his journey through adversity in sales, the significance of nurturing A-players, and the essential qualities of a successful sales manager. He concludes with practical advice for new sales managers, highlighting the need to understand the sales culture and establish accountability within their teams.Takeaways·      Early life experiences shape career paths.·      Mentorship plays a crucial role in career growth.·      Hard work often leads to rewards.·      Sales management is a journey, not a destination.·      Technical difficulties can be overcome with patience.·      Personal experiences enrich professional discussions.·      Understanding the importance of numbers in sales.·      Surrounding yourself with good people is essential. Sales experience is crucial for effective leadership.·      Transparency in sales is essential for success.·      Training helps refine sales skills and understanding.·      Empathy is a key quality for sales managers.·      Nurturing A-players can elevate team performance.·      Coaching styles should be flexible and adaptive.·      Understanding the sales culture is vital for managers.·      Accountability leads to predictability in sales forecasting.·      Good salespeople can predict outcomes, not just report.·      Navigating the line between friend and manager is challenging.  

In this conversation, Steve Mortimer shares his journey into sales management, discussing the key attributes that make a successful sales manager, the importance of mentorship, and the evolving dynamics of team management. He dispels the myth that managers cannot be friends with their team and emphasizes the need for authenticity and integrity in leadership. Steve also critiques the over-reliance on data in sales management, advocating for a balance between data-driven insights and the human elements of relationship building. He highlights the challenges of managing in large organizations and the importance of communication and personal branding in navigating these complexities. Steve discusses the importance of personal branding, both internally and externally, in sales management. He emphasizes the need for consistent behavior, engagement in industry events, and the balance between internal networking and customer interactions. Steve shares insights on managing upwards, the significance of mentoring, and the challenges of leading a team. He offers practical tips for new sales managers, highlighting the importance of passion, continuous learning, and authenticity. The discussion also covers learning from mistakes and celebrating triumphs in management, focusing on mindset and team dynamics.Key Takeaways·      Sales management often comes from a natural progression in one's career.·      Mentorship plays a crucial role in developing leadership skills.·      Being a nice manager is not a weakness; it's a strength.·      Successful managers should maintain their individual contributor skills.·      Learning from both good and bad management experiences is essential.·      Data should inform decisions, not dictate them.·      Building relationships is key to successful sales management.·      Communication is vital in managing teams and ecosystems.·      Personal branding can influence how one is perceived in an organization.·      Understanding the circle of control and influence is crucial in large organizations. ·      Invest in your network as you would with customers.·      Consistent behavior builds a strong internal brand.·      Engagement in industry events is vital for learning.·      Balancing internal and external engagements is key.·      Managing upwards requires effective communication.·      Mentoring others can enhance your own learning.·      Sales is competitive; staying ahead is essential.·      Authenticity fosters trust and relationships.·      Transforming team dynamics can lead to significant success.Soundbites“It’s a myth that managers can’t be nice guys”“honesty, integrity, leading by example”“I’m there to work for them”“Never lose the hunger”“You can learn from the good and the bad”“Mould your own style, be unapoleggetically yourself”“Just get out of the way”“Sell your way out of tough times” “there’s a whole load of grey in sales”“the only way that I can make things better is to constantly challenge the status quo”“I invest in my internal network as much as in my customer network”“consistent behaviour is key”“you need something credible, useful and valuable to say to the CIO”“be a student of the industry”"Change the conversation”Keywordssales management, leadership, team dynamics, sales strategies, personal branding, data-driven decision making, mentorship, sales culture, relationship building, organizational challen

AboutRoni Fogel is an experienced sales leader, specialising in the IT security space, working with companies such as JFrog as Head of Security Sales EMEA and F5 as VP Sales, for secure distributed cloud platform across EMEA.SummaryIn this conversation, Roni shares her journey into leadership, emphasizing the importance of personal development over titles. She discusses the key ingredients for successful management, including caring for people and respecting their development processes. Roni highlights the significance of diversity in teams and the challenges of navigating different cultural perspectives. She stresses the importance of individual responsibility for happiness and the role of managers in fostering a positive work environment. Roni also differentiates between mentoring and coaching, explaining how both can contribute to personal and professional growth. In this conversation, Roni shares insights on effective mentorship and sales management. She emphasizes the importance of building trust, creating a safe space for discussion, and the need for structure in mentoring relationships. Roni discusses how to measure success in mentorship, the significance of knowing when to end a mentoring relationship and offers valuable tips for new sales managers. She reflects on learning from mistakes and celebrates the triumphs of maintaining lasting relationships with team members.Soundbites"be the leader that you wish you had""be curious and creative""be inspired by your team""have a learning mindset""everyone wants to be seen"Key Takeaways• Roni emphasizes personal development over seeking titles.• Successful management requires caring for and respecting team members.• Diversity in teams enhances creativity and problem-solving.• Managers must navigate cultural differences in communication styles.• Individuals are responsible for their own happiness at work.• Engagement and motivation come from aligning personal and team goals.• Mentoring is a long-term relationship focused on development.• Coaching is more goal-oriented and short-term in nature.• Trust and respect are crucial for effective team dynamics.• Open communication fosters a positive and productive work environment.• Listening and acknowledging are key to building trust.• Mentorship should be a safe space for sharing.• Structure in mentoring helps both mentor and mentee.• Ending a mentorship should be defined upfront.• New sales managers should focus on being the leader they wish they had.• Curiosity and creativity are essential in leadership.• Learning from the team is crucial for growth.• Everyone wants to be seen and recognized.• Mistakes are learning opportunities, not failures.• Maintaining relationships post-management is a sign of success.Keywordsleadership, management, sales, mentoring, diversity, motivation, team dynamics, coaching, personal development, trust, mentorship, sales management, leadership, trust, success, learning, mistakes, team dynamics, coaching, personal development

In this conversation, Steve and Scott Cassie delve into the intricacies of sales management, exploring Scott's journey from a successful salesperson to a sales manager. They discuss the essential traits of effective sales managers, the balance between empathy and performance, and the importance of communication within teams. Scott shares insights on managing upwards, learning and development, and the differences between new business sales and relationship management. The conversation emphasizes the need for adaptability in leadership styles and the significance of building trust within teams. In this conversation, Scott shares his insights on effective sales management, discussing the importance of tracking KPIs for new business and account management, the value of hybrid teams, and the necessity of understanding customer needs. He emphasizes the courage required to say no to clients when necessary and the importance of learning from customer feedback. Scott also provides practical advice for new sales managers, reflecting on his own experiences with underperformers and the triumph of building a cohesive team. He concludes by encouraging managers to seek out affinity groups for support and learning.Takeaways·      Sales management requires a different skill set than sales.·      Empathy is crucial, but it must be balanced with performance.·      Listening is key to effective communication in management.·      New business and relationship management require different approaches.·      Building trust quickly is essential for new managers.·      Managing upwards is as important as managing your team.·      Continuous learning and development are vital for sales leaders.·      Effective communication can enhance team dynamics.·      Recruiting for sales roles requires understanding different personality traits.·      Sales managers must adapt their style to fit their team's needs. ·      Tracking different KPIs for new business and account management is crucial.·      Hybrid teams can be effective depending on the product and market.·      Understanding customer needs is essential for successful sales.·      Saying no to clients can take courage but is sometimes necessary.·      Learning from customer feedback can improve sales strategies.·      Internal debriefs are important for team learning and growth.·      New sales managers should prioritize delegation and time management.·      Building a cohesive team leads to better performance and satisfaction.·      HR professionals can provide invaluable support for managers.·      Finding affinity groups can enhance learning and networking opportunities.BookScott referred to:The First 90 Days, Updated and Expanded: Proven Strategies for Getting Up to Speed Faster and Smarter Hardcover, by  Michael D. WatkinsSPIN Selling, by Neil RackhamKeywordssales management, leadership, new business, relationship management, empathy, communication, team dynamics, sales training, recruitment, sales management, KPIs, hybrid teams, customer needs, sales strategy, internal feedback, new sales managers, leadership, team building, sales mistakes

AboutEmma Carpenter is currently SVP Recurring Revenue Acceleration at Cisco. She has an illustrious record of achievement working for major vendors such as Nortel, Avaya, Palo Alto Networks and Cisco twice. Originally from the United Kingdom, Emma has lived and worked in the United States for over twelve years mostly in roles with global responsibility.SummaryIn this episode, Emma shares her journey into sales leadership, emphasizing the importance of building relationships, motivating teams, and providing constructive feedback. She discusses the key attributes necessary for effective leadership, the challenges of managing underperformance, and the significance of creating a positive team culture. Emma highlights that leadership is not just about skills but also about passion and the ability to inspire others. Emma shares her insights on leadership, focusing on the importance of nurturing high performers, building strong relationships, and the critical role of networking. She emphasizes the need for trust in business relationships and the value of face-to-face meetings in establishing deeper connections. Emma discusses maintaining personal energy and offers advice for new sales managers, highlighting the significance of learning from mistakes and celebrating team successes.Key Takeaways·   Leadership is about relationships and building trust.·   Motivation comes from understanding individual team members' needs.·   Feedback should be balanced and constructive.·   Not everyone is suited for leadership roles.·   Creating a positive team culture is essential for success.·   Regular one-on-one meetings are foundational for team dynamics.·   Leaders must model the behavior they expect from their teams.·   Listening is a critical skill for effective leadership.·   Setting clear expectations is vital for team performance.·   Addressing underperformance quickly is necessary for team health. ·   Focus on the top and middle performers for maximum impact.·   Building relationships is foundational to success in business.·   Energy breeds energy; positivity is contagious.·   Self-care is essential for effective leadership.·   Trust is crucial in business relationships.·   Networking should be an ongoing effort.·   Face-to-face meetings strengthen connections.·   Quick decision-making is vital for team culture.·   Celebrate team successes to foster motivation.·   Be willing to step out of your comfort zone. Sound Bites"People buy from people they like.""Not everybody's suitable to leadership.""It's about the rigor that you set up.""Feedback is a gift.""Focus on the top and the middle.""Energy breeds energy, it breeds success.""You're doing it for a reason.""You're only as good as your team.""Make decisions quickly and move on.""It's all about what they did.""Be disruptive to yourself." Keywordsleadership, sales management, motivation, team dynamics, feedback, personal development, coaching, underperformance, positive culture, sales leadership, leadership, sales management, high performers, networking, trust, relationships, personal energy, mistakes, team success ReferencesEmma referenced three great books during our conversation:·       Positive Intelligence, by Shirzad Chamine·       Grit: The Power of Passion and Perseverance, by Angela Duckworth·       The Power of Habit, by Charles Duhigg

SummaryIn this conversation, Teja Kilshaw shares her journey into sales management, emphasizing the importance of relationships, balancing professionalism with friendliness, and navigating team dynamics. She discusses the challenges of transitioning from an individual contributor to a management role, the significance of networking within the organization, and the need to build trust and respect with her team. Teja shares her insights on management, emotional intelligence, mentorship, and the unique challenges faced by women in the IT industry. She emphasizes the importance of listening to team needs, balancing emotional investment with business decisions, and the value of mentorship in personal development. She also discusses the gender dynamics in the workplace and offers practical advice for new sales managers, highlighting the significance of self-belief and confidence in leadership roles. In this conversation, Teja also shares her insights on navigating the challenges of management, emphasizing the importance of building relationships, understanding team dynamics, and fostering a supportive environment. She discusses her experiences with imposter syndrome, the significance of personal check-ins, and the need for empathy in performance management. Key TakeawaysBuilding relationships is crucial in management, both with team members and clients.Transitioning to management can be challenging, especially in maintaining authority and respect.It's important to balance being friendly with maintaining professionalism as a manager.Networking with peers across the organization is essential for success in management.The need for managers to adapt their style to individual team members.Creating a supportive environment helps team members feel comfortable sharing challenges.Include two different types of one-on-one meetings to understand team dynamics better.Respect as a manager is earned through actions and relationships, not just title.Involving the team in decision-making processes fosters collaboration.  Listening to team feedback is crucial for effective management.Emotional intelligence can be a strength in leadership.Letting team members go is a challenging but necessary part of management.Mentorship and coaching play a vital role in personal and professional development.Gender dynamics still impact perceptions in the workplace.Confidence and self-belief are essential for new managers.It's okay to seek help and acknowledge areas for improvement.Women in tech face unique challenges but can empower themselves through knowledge.  Everyone experiences moments of self-doubt.Creating a safe space encourages open communication.Regular personal check-ins improve team morale.Learning from mistakes is essential for growth.Cultural differences must be acknowledged in management.Supporting team members' growth is a manager's responsibility. Sound Bites"I absolutely love it.""You want to care passionately."“a thin line between arrogance and confidence”"I think my emotional and caring side is probably a strength.""Imposter Syndrome; what am I doing here?”"Have confidence in yourself.""Get to know your team." 

SummaryIn this conversation, Mario and Steve discuss various aspects of sales management. Mario shares his journey into sales management and emphasizes the importance of helping others succeed. They discuss the characteristics of a good sales manager, the challenges faced by new sales managers, and the impact of AI tools on sales management. Mario also highlights the importance of pipeline reviews and forecasting meetings in gaining visibility and transparency. He shares his approach to team workshops and the value they bring in driving collaboration and problem-solving. In this conversation, Steve and Mario discuss various aspects of sales management. They cover topics such as mutual action plans, forecasting, and the role of a sales manager. Mario emphasizes the importance of building relationships with both the team and upper management, being transparent and honest, and putting people in the right positions. He also shares his biggest mistake as a sales manager and his biggest triumph. Overall, the conversation provides valuable insights for new sales managers.Keywordssales management, journey, helping others, characteristics, challenges, AI tools, pipeline reviews, forecasting, visibility, transparency, team workshops, collaboration, problem-solving, sales management, mutual action plans, forecasting, relationships, transparency, honesty, team buildingKey TakeawaysSales managers should have a desire to help others succeed and a passion for success.Being a good sales manager requires a balance of technical skills and the ability to relate to and lead a team.New sales managers face challenges such as increased visibility and responsibility, and the need to navigate AI tools effectively.Pipeline reviews and forecasting meetings are crucial for gaining visibility and transparency in sales.Team workshops can foster collaboration, problem-solving, and accountability within the sales team. Build strong relationships with your team and upper managementBe transparent and honest in your communicationPut people in the right positions for successLearn from your mistakes and celebrate your triumphsTake the time to understand your team and their strengthsChallenge your team to achieve ambitious goalsSound Bites"I got into sales management really, really early... I was a much better coach, leader, manager.""First line sales management is one of the most difficult and important jobs... you're responsible for seven to ten people and their success.""AI software tools can rate your chances of winning a deal... it can give you prompts and score your deal.""It's called a mutual action plan because it really should be shared with the customer and the customer agrees to it.""I would strongly recommend people to do that. But it's not easy.""You have to be totally transparent. What you're doing, you know, what it looks like, what the interdependencies are." Mario profile: https://www.linkedin.com/in/mariodimascio/

SummaryIn this conversation, Emir Susic shares his extensive experience in management and leadership, emphasizing the importance of empathy, the evolving role of AI in sales, and the need for effective communication and understanding within teams. He discusses the characteristics of successful sales managers, the difference between management and leadership, and offers valuable advice for new sales managers. Emir reflects on the challenges and triumphs he has faced throughout his career, highlighting the significance of learning from mistakes and fostering a supportive environment for team members.Takeaways·      Empathy is the most important trait for leaders today.·      Leadership is about guiding people, not just managing tasks.·      Sales management should focus on understanding the end-to-end process.·      AI is a powerful tool for analyzing data and improving sales strategies.·      Successful sales leaders ask many questions to understand their teams better.·      Building relationships with customers is crucial for long-term success.·      Sales managers should help their customers succeed to ensure their own success.·      Creating a culture of learning and support is essential for team growth.·      Hiring for character and empathy is more important than hiring for skills.·      Mistakes are valuable learning opportunities that should be embraced.Sound Bites"Empathy is number one trait today.""Management is easy. Leadership is hard.""Sales management is a driver of the company."“The best sales managers ask a million questions”“Don’t fail alone”“Copy with pride” Keywordssales management, leadership, empathy, AI in sales, customer engagement, learning and development, management characteristics, sales strategies, new sales managers, Emir Susic

In this conversation, Stanimira Koleva shares her journey into sales management and the importance of passion, empathy, and continuous learning in the role. We discuss the differences between selling directly to customers and selling through channel partners, highlighting the need to understand the business models and drivers of channel partners. Steve and Stanimira also explore the challenges and strategies for expanding into new markets and cultures, emphasizing the importance of empathy, curiosity, and building relationships. They discuss the role of sales managers and how to judge their performance. They emphasize the importance of managing a portfolio and de-risking it, as well as effectively communicating with team members. They also discuss the value of skip level reviews and gathering qualitative feedback. Stanimira shares her top tips for new sales managers, including not micromanaging and bringing people along on the journey. They also touch on the concept of turning around a struggling business and the importance of balancing vision with collaboration.Keywordssales management, passion, empathy, continuous learning, selling, channel partners, business models, expanding into new markets, cultures, relationships, sales managers, performance, portfolio management, de-risking, communication, skip level reviews, qualitative feedback, micromanagement, bringing people along, turning around a business, vision, collaborationTakeawaysPassion, empathy, and continuous learning are essential traits for sales managers.Understanding the business models and drivers of channel partners is crucial for successful sales management.Expanding into new markets and cultures requires curiosity, empathy, and building relationships.Being part of industry events and understanding the pain points of customers is key to relevance and success in sales.Feeling and living in the world of customers and partners is essential for effective sales management. Sales managers need to focus on managing a portfolio and de-risking itEffective communication and skip level reviews are important for understanding team performanceAvoid micromanagement and bring people along on the journeyTurning around a struggling business requires a complex intervention and a balance of vision and collaborationSound Bites"I think the business is changing in terms of where the customers and the flows of information and knowledge is changing, because now you have so many multiple channels of getting information and learning about stuff""People don't leave companies, they leave managers""Managing and selling both require connecting with people and understanding what's important to them"“Understand what makes the needle move for them” (customers and people)“everyone lives in their own village”“don’t create the mushroom effect”“micromanagement is one of the worst enemies of humanity” ContactTo discover more about Stanimira’s impressive experience and for contact details, her LinkedIn profile is at https://www.linkedin.com/in/stanimirakoleva

In this conversation, Steve Hoyle and Sami Ammous discuss sales management and leadership. They touch on topics such as the traits of a good sales manager, the challenges of transitioning into management, the difference between management and leadership, and how to develop leadership skills. Sami emphasizes the importance of curiosity, clear communication, and helping others move forward as key aspects of leadership. They also discuss the need for sales managers to avoid taking on all the problems of their team and instead hold others accountable for solving them. Sami shares valuable insights for new and aspiring sales managers. He emphasizes the importance of clear communication, understanding the direction of the team, and facilitating problem-solving. Sami also provides advice for managers working in the APAC region, highlighting the need for curiosity, adaptability, and building strong relationships. He shares his biggest mistake as a manager, which was not being clear about his manager's expectations, and his biggest triumph, which was transforming a disjointed team into a cohesive and successful one. Keywords sales management, leadership, traits, challenges, curiosity, communication, accountability, team direction, APAC region, curiosity, adaptability, relationship-building Takeaways • Good sales managers need to understand the sales process and have a structured approach to selling, even if they are a natural salesperson. • Becoming a manager is a career change, not just a promotion, and requires different skills than being an individual contributor. • Leadership is about getting things unstuck, being curious, and doing good for others. • Developing leadership skills involves being respectful, having a clear vision, helping others overcome challenges, and holding others accountable. • Sales managers should avoid taking on all the problems of their team and instead focus on connecting the right people to solve the problems. • Understanding the direction of the team and ensuring everyone knows their individual contributions is essential. • Managers should facilitate problem-solving rather than trying to fix all the problems themselves. • For managers working in the APAC region, it's important to be curious, adaptable, and build strong relationships. • Learning from mistakes and seeking advice from mentors and peer managers is valuable for personal and professional growth. Sound Bites "Becoming a manager is not a promotion. It's actually a career change." "The foundation of good leadership is curiosity." "Understanding the direction the team needs to deliver and making sure everyone knows what they're delivering are the most important things." "The first failure that many sales managers experience is some kind of disconnect with their boss." "If I explain the objective to my grandma, would she understand it?" You can find out more about Kyadar and Sami by going to his LinkedIn profile at:   / sami-ammous  To discover more about how Real Sales Manager can help aspiring and new sales managers in B2B, please go to https://www.realsalesmanager.com/

Summary In this conversation, we discuss Steven's experience in sales management and his approach to developing people. We also touch on the challenges of transitioning from an individual contributor to a sales manager and the importance of setting standards and managing upwards. Steven shares his favourite coaching methodologies and books that have influenced his approach. He also shares his insights and advice on sales management generally, emphasising the importance of being a lifelong learner and continually seeking new information. He recommends books and podcasts, such as Jeb Blunt's 'Fanatical Prospecting' and Gary Gamp's 'The Company Doctor,' as valuable resources for sales professionals. Steven also discusses the key areas that sales leaders should focus on when coaching their teams, including sales skills, navigating the organization, understanding products and services, and understanding clients. He highlights the importance of setting standards, getting a coach, and focusing on coaching rather than doing deals as a sales manager. Keywordssales management, developing people, challenges, setting standards, managing upwards, coaching methodologies, books, sales management, lifelong learning, books, podcasts, coaching, sales skills, navigating the organization, products and services, understanding clients, setting standards Key takeawaysTransitioning from an individual contributor to a sales manager can be challenging, and it's important to set standards and manage upwards effectively.Sales managers should focus on developing their people and helping them fulfill their potential.Coaching should be individualized, taking into account each person's drivers and motivators.Setting standards and expectations is crucial for team success, and it's important to strike a balance between being a micromanager and allowing autonomy.Managing upwards involves understanding the company's goals and aligning with leadership, while also maintaining professionalism and avoiding office politics.There are various coaching methodologies and books that can be helpful, but it's important to adapt them to fit the organization and sales cycle. Be a lifelong learner and continually seek new informationRecommend books and podcasts as valuable resources for sales professionalsFocus on coaching sales skills, navigating the organization, understanding products and services, and understanding clientsSet standardsGet a coachFocus on coaching rather than doing deals as a sales manager Sound Bites"I think it's one of the most fun jobs that can be done, but I also think it's one of the most misunderstood roles in an organization.""There's nothing more unequal than the equal treatment of unequals.""Every effective salesperson knows that stakeholder management is critical and probably they're already good at it.""The world has changed. We've got so much access to information now.""To be successful, be a lifelong learner and continually keep looking for new information.""Sales is not just a communication stream. We all know two ears, one mouth."

In this conversation, Mike Slater discusses his journey into sales management and shares insights on what it takes to be a successful sales manager. He emphasizes the importance of being a great coach and developing strong relationships with team members. Mike also highlights the difference between skills and talent, stating that while skills can be taught, talent is innate. He advises new sales managers to focus on building relationships, finding mentors, and constantly learning and improving their craft. Additionally, he shares his thoughts on qualification and the use of methodologies like MEDPICC and deal scorecards. Mike discusses the importance of getting agreement from key decision makers and mobilizers in the sales process. He shares examples of deals where multiple versions of the business case were created to accommodate different decision makers. He also emphasizes the need for mobilizers (as opposed to “talkers”) who can make things happen and overcome obstacles. Mike highlights the value of regular pipeline reviews and daily check-ins towards the end of a sales cycle and to ensure deals stay on track. He suggests asking the question, 'What can stop this deal from happening?' to uncover potential obstacles proactively rather than being reactive too late down the road. Finally, he advises new sales managers to focus on performance management, coaching, and building a healthy pipeline.Key Takeaways·      Being a great coach and developing strong relationships with team members are key traits of successful sales managers.·      Talent is innate, while skills can be taught.·      New sales managers should build relationships with team members, find mentors, and constantly learn and improve their craft.·      Qualification is crucial in sales. Using methodologies like MEDDPICC and deal scorecards can help in effectively qualifying deals.·      Creating multiple versions of the business case can help accommodate different decision makers.·      Mobilizers are essential in making deals happen and overcoming obstacles.·      Asking 'What can stop this deal from happening?' uncovers potential obstacles.·      New sales managers should focus on performance management, coaching, and building a healthy pipeline. Make quick decisions when it comes to hiring and firing salespeople to avoid wasting time and resources.·      Set realistic milestones and assess performance early on to determine if someone is a good fit for the team.·      Appreciate the customers buying dysfunction & coach customers on how to buy and engage with everyone in the buying center.·      Don't hold onto underperforming team members for too long; it's better to have a hole in the team than an underperforming individual.·      Focus on one key improvement area when coaching salespeople to maximize their performance.Sound Bites"You can give people skills, but you can never give them talent.""26 versions of the business case and it wasn't that we got it wrong 25 times. It was because we took the business case to 25 or 26 different people and they all tweaked and therefore co-authored the business case!""A champion is a true mobilizer. So I use the term are they a mobilizer or just a talker? Now, a talker will be super positive, but they will never get your deal done. Whereas a mobilizer makes shit happen, right?""The cost of not making quick decisions.""A hole in the team is better than having an asshole in the team.""You get better performance out of spending time with your best people than with your not so good people."

Michael Rieskamp, Head of Trade Sales for Western Europe at J.P. Morgan, has a fascinating history as a banker specializing in trade finance, working capital financing, supply chain financing etc with major banks such as Citibank. He first moved into sales management at Taulia, a west coast based fintech where he was Head of Sales, and then Managing Director for Europe, and extended his experience at JP Morgan, focusing on the DACH (Germany, Austria and Switzerland) markets. A link to Michaels LindedIn page is pasted below.In this conversation, Steve and Michael discuss sales management and the challenges of running a team across different countries. Michael shares his journey into sales management and emphasizes the importance of learning on the job and being able to work with people. They discuss the attributes of a successful sales manager, including being a good communicator, leading by example, and having the confidence to set direction. They also explore the rewards and challenges of sales management, such as building a successful team and dealing with cultural differences. Finally, they touch on the importance of regular communication and face-to-face interactions in managing a remote team. In this conversation, Michael and Steve discuss the challenges and responsibilities of being a sales manager. They emphasize the importance of time management, saying no to unnecessary demands, and setting aside time for reflection and strategic thinking. They also highlight the role of a sales manager as an ambassador within the organization, bridging the gap between the sales team and other departments. Michael shares insights on providing feedback and communicating effectively, particularly in cross-cultural contexts. The conversation concludes with Michael offering three tips for new sales managers: ·      get to know your team·      observe and be part of the action·      stay flexible and open-minded.Keywordssales management, team building, leadership, cultural differences, remote teamTakeaways·      Learning on the job and being able to work with people are key attributes of a successful sales manager.·      Cultural differences and time zone challenges can impact team dynamics and require empathy and flexibility from the manager. Effective time management is crucial for sales managers to prioritize their tasks and reserve time for themselves.·      Saying no to unnecessary demands is important to maintain focus and prevent burnout.·      Reflection and strategic thinking are essential for sales managers to identify patterns, report important themes, and provide feedback to their team.·      Providing feedback and communicating effectively require cultural sensitivity and the ability to separate feedback from personal criticism.·      New sales managers should focus on getting to know their team, observing and being part of the action, and staying flexible and open-minded. Sound Bites"I think the journey hasn't ended yet. I think there's always something to learn, there's always some work to do with people and whenever people come together there's always an element of leadership, thought leadership, skills which you can apply on your day-to-day job.""Number one, somebody who really likes people and working with people. There are a lot of really good subject matter experts out there, really stars in their area of expertise, but maybe not exactly a leadership type person.""The ability to build out a team, to really be part of team building process around all the different phases of building a team, norming, storming, performing..More at: https://www.linkedin.com/in/michael-rieskamp-825342b3/

SummaryIn this conversation, Steve and Neil discuss sales management, particularly in the context of managing a partner or channel-based sales team. Neil shares his journey into sales management and highlights the key characteristics of a successful sales manager, including curiosity, empathy, and the ability to hire and develop people. They also discuss the importance of involving the team in building the plan and the challenges of managing a channel-based sales team. Neil emphasizes the need to listen for the 'squeaky wheels' and address any concerns or valid opinions. They also touch on the differences between vendors and partners in terms of mindset and focus. In this conversation, Neill Burton shares his insights on managing partner sales teams and the importance of trust, belief in the product, and long-term relationships. He emphasizes the need for consistency, integrity, and curiosity in partner salespeople. Neill also discusses the challenges of forecasting and the importance of asking the right questions. He shares his biggest mistake as a sales manager, which was not keeping people on board during a transformation, and his biggest triumph, which was developing a junior salesperson into a successful leader.  Keywordssales management, partner management, channel-based sales, characteristics of a sales manager, involving the team, managing a channel-based team, partner sales, trust, belief, long-term relationships, consistency, integrity, curiosity, forecasting, transformation, development, mistake, triumph TakeawaysSuccessful sales managers possess characteristics such as curiosity, empathy, and the ability to hire and develop people.Involving the team in building the plan leads to better quality plans and increased buy-in.Listening for 'squeaky wheels' and addressing concerns or valid opinions is crucial for effective sales management.Managing a channel-based sales team requires a different mindset and focus compared to managing a vendor-based team.Vendors often have a fixation on quarterly results, while partners have longer and broader relationships with customers. Trust and belief in the product are crucial for partner salespeople to sell with the same ferocity as the vendor.Consistency, integrity, and curiosity are important traits for partner salespeople.Forecasting can be improved by asking the right questions and creating a developmental and inspirational process.One of the biggest mistakes as a sales manager is not keeping people on board during a transformation.One of the biggest triumphs as a sales manager is developing a junior salesperson into a successful leader. Sound Bites"You have to be comfortable in hiring and developing people to do a job better than you can do yourself.""Build your plan with your team.""Your number one priority in the morning is not just hitting your number, but making sure that every one of your direct and indirect reports are successful.""Partners need to sell based on long-term trust.""Partners get paid on profit and service attach.""The partner sales model requires translating what's important to the vendor and what's important to the partner."“Make sure everyone is on the bus” LinkedIn profile: https://www.linkedin.com/in/neill-burton-675b2b/ 

The conversation begins with a discussion about the challenges and rewards of sales management. Bobbi shares her journey into sales management, the surprises she encountered, and the rewards she finds in helping people succeed. The conversation also touches on the importance of communication, learning, and authenticity in sales management. The conversation covers insights and tips for sales management, including the importance of learning from others, the evolution of sales management, the role of sales enablement, and the challenges of managing experienced team members. The conversation also delves into the mistakes made as a sales manager and the lessons learned from them. The conversation covers various topics related to sales management, recruitment challenges, leadership recommendations, training approaches, innovation, and the impact of development funding. It also delves into the character of a sales manager and the importance of trust and integrity.Keywordssales management, challenges, rewards, communication, learning, authenticity, leadership, development, sales management, sales enablement, team management, learning, mistakes, insights, growth mindset, sales management, recruitment challenges, leadership, training approaches, innovation, development funding, character of a sales manager, trust, integrityKey Takeaways·      Sales management presents challenges in transitioning from individual contributor to manager.·      The rewards of sales management include seeing people thrive, building relationships, and achieving success.·      Effective communication, continuous learning, and authenticity are key attributes of successful sales managers. Learning from experienced sales managers is valuable for gaining insights and tips.·      Sales management has evolved, and the role of sales enablement is crucial for adding value to sales organizations.·      Managing experienced team members can be challenging, and it's important to have a growth mindset and seek insights from the team.·      Avoid disregarding your gut feeling when hiring, as good enough is not good enough for the team's success. Recruitment challenges for new sales managersSound Bites"Well, seeing people start to thrive and do really well and going on to have different careers, other, you know, seeing somebody say challenge or put forward an argument where maybe they were quiet or having changed an approach within a sales meeting when you know you might have helped them realize that or coach them a little.""I think I've made the same mistake a couple of times. Okay, so I'll admit this, at multiple times since being 20 to, maybe I gave this up and yeah, maybe I stopped making this mistake 15 years ago, but I certainly made it a number of times. And that is do not disregard your gut when it comes to the right person to hire.""particularly if you're a new sales manager you've got two or three open slots you haven't got your target covered""innovative ideas and puts forward contradictory arguments, which I think is useful in business to hear, hear somebody contradict but put forward arguments or points that maybe don't get taken forward, but as a result are enriching for the greater to comprehend you've actually tried and thought about other options"To discover more about Bobbi's background, go to her LinkedIn profile: https://www.linkedin.com/in/bobbiheath/

This conversation covers topics related to sales management, challenges and rewards of sales management, and personal development in sales management. It also delves into the application of sales methodologies and the importance of understanding customer pain points. In this conversation, Richard Bounds shares insights on sales management, including decision-making processes, sales team meetings, and the purpose of QBRs and ABRs. He emphasizes the importance of understanding customer needs, managing business processes, and maintaining a structured approach to sales management. Richard also highlights the value of mentorship and the need for new sales managers to prioritize and focus on key initiatives. The conversation covers a wide range of topics related to sales management, leadership, and personal experiences. It delves into the challenges, mistakes, and lessons learned in sales management.Keywordssales management, challenges, rewards, personal development, sales methodologies, customer pain points, sales management, decision-making, sales team meetings, QBR, ABR, customer needs, business processes, mentorship, prioritization, sales management, leadership, mistakes, lessons learned, recommendations, personal experiencesTakeawaysInsight into the challenges and rewards of sales managementThe importance of personal development in sales managementApplication of sales methodologies and understanding customer pain points Understanding customer needs is crucial for effective sales management.Maintaining a structured approach to sales management is essential for success.Mentorship and coaching can provide valuable guidance for new sales managers.Prioritization and focus on key initiatives are important for new sales managers.Regular team meetings and QBRs/ABRs help in understanding the state of the business and identifying areas for improvement. The importance of taking time to think before acting in sales managementLearning from mistakes and experiences in sales managementSound Bites"I like it when people come for help and if they come for help they think you can actually help them and that's quite a nice feeling.""Understanding customer needs is crucial for effective sales management.""The purpose of QBRs and ABRs is to take stock of the business and identify areas for improvement.""Mentorship and coaching are essential for new sales managers to navigate the changing landscape of sales management.""You need to carve out that bit of time for you to think it through before you can start acting.""Sometimes people get too detailed and don't really see kind of the bigger picture." LinkedIn profile:https://www.linkedin.com/in/richardbounds1/

In this conversation, Steve and Mark discuss sales management and the challenges and skills required to be successful in this role. Mark shares his journey into sales management and the importance of having a background in sales. They also discuss the characteristics of a successful sales manager, including confidence, communication skills, and motivation. Mark emphasizes the importance of teamwork and compares a sales team to a tug of war, where everyone needs to work together in rhythm. They also touch on the challenges of transitioning from being a teammate to a manager and the need for emotional intelligence in managing people. Mark reflects on his biggest mistake in the first year of sales management, which was focusing too much on the team and not enough on representing the business. In this conversation, Mark Petty shares his insights on building trust and effective teamwork as a sales manager. He emphasizes the importance of integrity, consistency, and communication in building trust with team members. Mark also discusses the role of the sales manager in fostering collaboration across different departments within the organization. He highlights the need for sales managers to be personable and build relationships with individuals in other teams. Mark provides advice for new sales managers, including the importance of strong communication skills, being personable, and conducting thorough interviews.Keywordssales management, sales team, teamwork, communication, motivation, leadership, emotional intelligence, trust, teamwork, sales manager, communication, integrity, consistency, collaboration, personable, interviewTakeawaysHaving a background in sales is important for success in sales management.Successful sales managers possess traits such as confidence, communication skills, and motivation.A sales team should work together in rhythm, similar to a tug of war.Transitioning from being a teammate to a manager requires emotional intelligence.Representing the business's interests is crucial for sales managers.Balancing the needs of the team and the business is a challenge in sales management. Building trust is crucial for effective teamwork as a sales manager.Integrity, consistency, and communication are key in building trust with team members.Sales managers should foster collaboration across different departments within the organization.Being personable and building relationships with individuals in other teams is important for sales managers.Strong communication skills, being personable, and conducting thorough interviews are essential for new sales managers.Sound Bites"I would probably say tug of war.""Exiting the wrong people and bringing in the right people.""Just because you have to exit people, it doesn't mean you have to be obnoxious, rude, cold.""When you become a first line manager, you're managing this team, but you're also part of a management team.""I'm the guy at the front, right? So I'm the guy who's leading from the front.""Supplement the weakness, you know, if you've got somebody who is, you know, you've got two colleagues maybe, one is superb at telemarketing, the other is superb at presenting, team them up together and let them learn from each other." More about Mark: https://www.linkedin.com/in/mpetty/  

This short episode introduces the realsalesmanager project and this podcast series