Category Archives: Sales Leadership
At Richardson, we have a wealth of senior-level experts who facilitate training sessions around the world. All of them have line-management experience in complex sales environments, and they draw on their real-world understanding to engage sales managers and executives in improving performance and changing behaviors.
In our first Sales Expert Series, we ask them to share what they see when working with clients and offer tips based on what leads to the best results. Here is our first insight.
What suggestions would you offer to sales leaders to move their team members from vendor status to true strategic partner?
The first step is to ask these questions: What does a true strategic partner look and sound like? What does this really mean from the customer’s perspective? What do you do daily to achieve this status? As a sales leader, the way to move team members toward becoming strategic thinkers is not by telling them what to do but by asking them what they think.
With the answers to these questions, select just one aspect of being a true partner, then make it the focus of your weekly team meeting with the ground rule being that everyone has to contribute. The topics could be anything from how to get to know a customer’s business as well as they do to becoming more global in thought processes, or something as specific as adding more polish in verbal communication. After all, a primary » Continue Reading.
Decision-making Needs Room for Big Data and Emotions
Few people need convincing that big data is not a phenomenon or fad. The ability to collect, track, measure, and analyze vast amounts of information to know more about your business, including sales, customer habits and trends, internal business processes, and supply chains, is too much to pass up. In fact, it’s often more than most businesses can handle. It’s not industry- or function-specific either — a quick scan of headlines across trade publications reveals that taking advantage of big data is on everyone’s mind.
The Importance of a “Heads Up” Approach to Planning and Leading
Successful Leadership Isn’t as Easy as Riding a Bike
Now that the weather is warming up, I’ve been seeing more bicyclists on the road. I was talking to a cycling friend recently who told me something surprising. He said that on long rides of 30 or more miles that require pedaling multiple hours at a time, it’s often not your legs that hurt, but rather your neck and shoulders. This stems from maintaining a fixed posture for a long period. How do riders prevent that discomfort? By forcing yourself to look up, turning your head from side to side, rolling your shoulders, and changing the position of your hands on the grips.
How do you support the transition of a high performing sales rep to a sales manager?
In this video blog, Richardson’s Andrea Grodnitzky, Senior Vice President, Global Performance Solutions, explains the first steps to transitioning from sales rep to sales manager: letting go. Andrea also discusses the responsibilities that new sales managers must create time for, including reporting, coaching, and planning.
Creating a Culture of Accountability for Sellers and Enablers… and Why it Matters
Look closely at any enterprise level sales organization today and you’ll likely find a team struggling with a common set of issues:
“There’s too much information and I can’t find the stuff I need when I need it.” “My sales team can’t adapt quickly enough to new messaging and go-to-market initiatives.” “It takes too long for our new sales hires to get up to speed and be productive.” “Our sales process isn’t delivering an accurate forecast or predictable revenue.”
Do any of these challenges sound familiar to you? If so, don’t worry. You’re not alone…whether you’re a sales rep in the trenches, a sales leader managing a territory, or a CEO struggling to get the value you expected out of your sales investments, these are all very common roadblocks.
As a global sales training company headquartered in Philadelphia, this past week was quite exciting with the 113th US Open taking place at Merion Country Club in nearby Ardmore. First and foremost, congratulations to Justin Rose on a great victory and thanks to the USGA and all of the players for a very memorable event.
Managing Sales Force Change – Factors You Need to Consider for Successful Execution
It’s hard to believe but the end of the first half of the year is only a few weeks away. As you reflect back on where you are today versus where you need to be, you might be considering some minor adjustments or major changes to your sales organization. If so, you need to determine if you are prepared for change. To provide you with some additional insight on sales force change, Richardson recently underwrote a benchmarking study, Managing Sales Force Change, by The Sales Management Association to determine:
Leaders Leading Change: How to Hold Each Other Accountable to Follow Through
“To be accountable means that we are willing to be responsible to another person for our behavior and it implies a level of submission to another’s opinions and viewpoints.” — Wayde Goodall
As a reminder, here is what we have covered so far and what we’ll cover here in our series on Five Essential Elements of an Effective Change Leadership Program: