Felipe Fonseca’s Post

19 WORDS TO IMPROVE SALES PERFORMANCE It’s an open secret that many of us do not take feedback well. Ask any hiring manager and everyone on the team will claim to be receptive and welcoming of feedback. But they know everyone is lying to one degree or another. Though we all admit to self struggles with our own performance, we all think we are doing a pretty darn good job in our roles….you know, the best that can be expected, given the limitations that we have to suffer under. This is especially true in sales: “Marketing gives me lousy leads”. “My customers already have a long standing relationship with my competitor”…and the best, usually kept on the inside until PIP time, “my manager is a walking squawk box puppet for the company, who can’t sell their way out of a paper bag.” In his book, The Culture Code: Secrets of Highly Successful Groups, Daniel Coyle sites research that 19 words can lead to effective feedback. “I’m giving you these thoughts because I have very high expectations and I know that you can [achieve] them”. Feedback for improvement is always a part of the job, but framing it with a team members capabilities helps build self-believe and confidence…one of the greatest characteristics of high performance sales reps. Give it try in your next #salescoaching call. Track the results. #drlusk #saleseffectivenss #salesleadership #salesenablement

You don't need to twist yourself into shapes.    The high need for approval is one of the key weaknesses that sales leaders and salespeople have.    If you start up thinking about being likable, you're not going to tell your story honestly,    Because you're going to be so concerned with not offending    And you would always find it difficult to do the activities that are required to be successful in leadership or selling.    ➡️ Having difficult conversations and giving feedback to the team  ➡️Asking probing, difficult questions in sales calls  ️➡️ Downplay their achievements and expertise, they downplay their successes because they always feel incompetent.  ➡️ Avoid conflicts because they seem uncomfortable for them.  ➡️ Over-apologize for needing help or having their boundaries.    All these diminish your confidence as a leader and a salesperson.    Take it from me    🎯A weak salesperson will weaken a sales territory  🎯A bad sales manager will damage their team and dampen results in their region  🎯A poor sales leader will eventually ruin the entire sales force.    Here are a few tips to help you overcome the high need for approval in leadership and sales    ☔ Don't be afraid to assert yourself and make difficult decisions. Your team members need a leader who can provide clear direction and guidance.    ☔Replace the word “approval” with “respect” in your internal vocabulary.    ☔Accept you cannot and will not please everyone.    ☔ Make your values clear to those you lead, then demonstrate behaviors consistent with those values.    ☔ Empower your team to detach from the immediate approval and focus on developing their skills and improving their strategies.    ☔ Foster a culture where progress takes precedence over the need for constant affirmation.    ☔Stop looking for flattery or praise from your clients.    ☔Be more assertive and trust yourself when making decisions and then stick with them.    ☔Stop looking for verification of your facts such as asking “Isn’t that right?”    Never let the need for approval get in your way and minimize your effectiveness in leadership and selling. #wesleynewisdom #transformedsales #salesleadership #saleseffectiveness #sales #salesmindset #salesskills    

Here's a truth we need to remember: Leaders on Pedestals make easy targets. I recently started working with a leader who was new to the company. This person had spent the first 4 months on "my systems." "My World." "My Environment." My way. There is a ton of pressure to perform in any sales leadership role and this one is no different. Honeymoons end really fast. This leader forgot that you have to Diagnose BEFORE you prescribe. And even though this might fall into the "No Shit, Sherlock" category... It happens more often than we think... And it can happen easier than we think. And when the honeymoon was over, she had been so busy trying to put her mark on things that she didn't have a really great understanding of why they were in the spot they were in. This is why one of the 20 choices every sales leader needs to make is: Observed Data ≥ Recorded Data. I have found that we can never stop observing as a leader. Here's a simple way to keep observing and keep yourself off the pedestal. Look at the dynamics of your top performers. How they prepare. How they engage. How they follow up. How they partner. How they grow. How they get new opportunities. How they use time. How they recharge. How they create capacity. All of it. Everything in that part of the iceberg that is below the surface. Then do the same thing with your bottom performers. And compare the two. This is called "Analysis of Variance." Sharing your observations in the differences is a way to get the attention of your team. Very few people find observations offensive. Diagnose. Observe. Identify. Stay off the pedestal. Nobody likes a know it all leader. But leaders who have the gift of perspective that comes from observation? They become legendary. And

When to Fire Your Sales Manager: Key Signs It's Time for Change Deciding to part ways with a sales manager is never easy. It’s a decision that impacts your team, your revenue, and your company culture. But sometimes, it’s necessary for the growth and health of your organisation. Here are key signs it might be time to make that tough call: - Consistently Missing Targets: If your sales manager consistently fails to meet sales targets, despite having the necessary resources and support, it might be time to reassess their fit. - Low Team Morale: A sales manager should inspire and motivate. If you notice your team is disengaged, morale is low, or there’s high turnover, it’s a red flag. - Lack of Strategic Vision: A good sales manager not only drives current performance but also plans for the future. If they lack a strategic vision or fail to adapt to market changes, your long-term success could be at risk. - Poor Communication Skills: Communication is key in sales. If your manager struggles to effectively communicate with their team, other departments, or clients, it can lead to misunderstandings and missed opportunities. - Unethical Behaviour: This is non-negotiable. Any signs of unethical behaviour or practices must be addressed immediately to protect your company’s reputation and integrity. - Resistance to Feedback: A strong leader should welcome feedback and be open to continuous improvement. If your sales manager is resistant to constructive criticism and unwilling to grow, it’s a major concern. Remember, firing a sales manager should always be the last resort after providing opportunities for improvement and clear, actionable feedback. But when it’s clear that change is necessary, taking swift and decisive action is crucial for your organisation’s success. #Leadership #SalesManagement #BusinessGrowth #TeamSuccess #ProfessionalDevelopment www.victors.nz

What's the most effective way to increase sales performance? And what should you do first? Several ways to go, you can probably think of some more: * Recruit more salespeople * Prune & recruit * Improve processes * Develop managers’ leadership skills (+ pruning) * Develop your existing people’s skills. Research says investing in improving sales professionals’ emotional intelligence has an order of magnitude higher ROI than recruiting (HBR 2015). Anecdotal experience of the most successful CEOs I know personally is that they favour a combination of all of the above. In the order dictated by specific circumstances obvs. Research and experience caution against simply recruiting to expand the sales team. Why? Bad hires, lag-time to productivity, learning curve costs, manager bandwidth, leaving cultural dissidence unaddressed, poor ROI, more expensive…. This works well: 1. Get the processes sorted. I don’t mean the steps in making a sale. Professional sales people have that covered. I mean internal processes & controls, incentives & KPIs, reporting & resourcing… 2. Develop the leadership skills and EQ of sales leaders 3. Then prune under-performing & dissident managers (you won't know who's a tenacious dissident til after the training) 4. Training to enhance the positivity, confidence, resilience and above all EQ of your sales team 5. Then prune persistent under-performers & dissidents who won’t / “can’t” embrace change (see point 3) 6. Then recruit if still needed. If you need to change the culture before step 1 is feasible, reverse the order of steps 1&2. What has worked for you? #salestraining #salesgrowth #businessgrowth #goodtogreat #positivemindset

Building Champions, Not Needing Them: Why a Stagnant Sales Director Might Hold You Back In my previous post, I discussed a conversation with a client who, despite stagnant team performance, held their "always-on" sales director in high regard. While their dedication is admirable, it raises a crucial question: Is your sales director building champions, or are they just being a champion for the team? Here's why a sales director who isn't actively developing their team might be hindering your long-term success: Missed Growth Opportunities: A director drowning in operational tasks lacks the time and energy to explore new market segments, develop strategic partnerships, or identify innovative sales channels. This stagnant approach limits your potential for exponential growth. Unscalable Reliance: An over-involved director creates a single point of failure. If they leave or become incapacitated, the entire sales function can crumble. A strong team, empowered with the necessary skills and processes, can weather any storm. Limited Innovation & Problem-Solving: Continuously fixing individual issues at the customer or team level prevents the director from fostering a culture of independent problem-solving and continuous improvement. This stifles creativity and hinders the team's ability to adapt to changing market dynamics. Low Morale & Demotivation: When a director micromanages and overshadows their team, it sends a message of distrust and undermines individual confidence. This can lead to disengagement, decreased productivity, and ultimately, high turnover. Remember, a great sales director is like a coach, not just a player. Their primary role is to empower, mentor, and equip their team with the tools and strategies they need to excel. If your sales director is struggling to step back and let their team thrive, it might be time to consider a change in leadership. By investing in a director who focuses on development and growth, you can unlock the full potential of your sales force and achieve lasting success. #salesleadership #empowerment #growthmindset

Why salespeople are not a good fit to lead the organization as CEOs. While it might sound controversial, those familiar with behavioral sciences might understand why salespeople often are not ideal candidates to lead an organization. This perspective arises from the observation that sales-focused careers do not typically develop the broad range of skills required for effective leadership. However, it is important to acknowledge that a leader's ability to drive the organization forward inevitably involves an understanding of sales. In my career, I have worked under two CEOs and one CBDO with backgrounds in sales, and frankly, these were some of the least effective leadership scenarios I've encountered. These leaders often struggled to unify various departments or strategically guide the organization. In one instance, the CBDO had such significant influence over the CEO that the entire organization was essentially at the mercy of his decisions. I am not arguing against the importance of sales; rather, I propose that salespeople should not occupy the highest decision-making roles or leadership positions within an organization. Historically, sales was considered the external arm of a business, especially in B2C markets, and this arrangement worked well for many companies. However, the management paradigm shifted toward including salespeople in leadership as B2B businesses grew, which has unfortunately blurred essential distinctions. Based on my experiences and behavioral studies, I am putting this aurgument due to following factors: Specialized Skill Set: While sales managers are adept at negotiation and customer relations, they often lack broader leadership skills such as strategic planning and financial management. Narrow Focus: Focused primarily on revenue generation, sales managers may overlook other crucial areas like product development and human resources. Leadership Style: Sales leadership typically promotes aggressive, short-term objectives, which may clash with the more balanced and collaborative style needed for organizational leadership. Risk Tolerance: Sales roles usually encourage a high risk tolerance aimed at immediate outcomes, which contrasts with the cautious, long-term risk management needed at the top of an organization. Change Management: Sales managers often have limited experience with comprehensive organizational changes, such as technology upgrades or culture shifts. Interdepartmental Coordination: Accustomed to prioritizing sales, these leader might struggle with the diplomatic balance required to manage the diverse needs of various departments. #LeadershipvsSales #NewPrespective #Story #Foodforthought

This is a follow-up to my previous post.

A True Sales leader always wants his/her team to be build like how Ricky Ponting built his team in 2003, The trust all 11 would be a OG performer, But how do you build such teams ? When you reach the point where scaling your sales teams becomes a necessity, it marks a significant and exciting milestone for your company. Transitioning into this new phase requires a shift in leadership style, recognising that decisions cannot be unilaterally made and expected to be followed in every aspect of the business. The advancements accompanying these changes emphasize that the impact of core values and culture now outweighs directives and mandates. Effectively scaling your sales process begins with assembling the right team. A diverse mix of individuals in your sales team can propel your vision forward, contributing to tangible progress in your company's growth. To successfully scale your sales organization, consider these five steps as guidance: Team First: Seek collaborative rock stars who prioritize collective success over individual glory. Growth demands this shared mindset. Hire for Culture: Value fit over just skills. Aligned values trump impressive resumes – they'll bleed your colors long-term. Train and Empower: Equip your team with deep product knowledge and internal process mastery. Seek continuous learning and curiosity. Track and Celebrate: Regular individual evaluations fuel motivation and inform future growth. Use metrics to measure progress, not just micromanage. Trust and Adapt: Monitor progress without suffocating creativity. Embrace change and track how your team evolves within it. Conclusion: In essence, successful scaling of your sales process and team involves recruiting individuals who align with the company's core values, are dedicated to the cause, and exhibit flexibility to adapt to the company's growth and evolving dynamics over time. #teambuilding #salesteams #salesenablement #saleseffectiveness

EQ vs. IQ in Leadership or Sales! Emotional intelligence (EI) is the ability to perceive, understand, and regulate emotions in oneself and others. Simply put, in current socio-economic scenatios with options aplenty (be it - jobs, gadgets, solutions, and even love🫣); - first being able to read, - then suitably comprehend and - finally respond to your teams or customers' emotional cues, is a trait that is better if inculcated from get go of any leadership, sales or personal journey. No doubt a high IQ helps, but Leaders with high EQ are known to build rapport and establish a stronger connection with their teams & customers. By being able to know of key pain-points ahead of time, they also tend to navigate difficult conversations and objections with empathy and understanding, leading to a successful outcome in case of any disagreements. Impact on Sales Funnels: Each potential customer has his or her own unique viewpoint, KRA’s and set of needs/concerns in the early stages of the sales funnel. You can build better relationships if you; - Respect every lead/client listening & comprehend faste, to what they have to say - Empathize with customers about their concerns and - finally understand their personal & corporate points of view which then helps you - address their needs better. “We plant seeds that will flower as results in our lives, so best to remove the weeds of anger, avarice, envy and doubt…” - Dorothy Day #mondaymotivation #leadership #cxo #salesenablement #insidesales #leadershipandmanagement #motivation #clientsatisfaction #customerexperience #empathy #emotionalintelligence #sales