The Audible-Ready Sales Podcast
The Audible-Ready Sales Podcast

Episode 49 · 10 months ago

Create Value for Your Sales Teams This Year w/ Brian Walsh


What are you doing to ensure you’re creating value for your sales team?

It’s hard to be steady as a sales leader or front-line manager when you’re carrying the number. If you’re in an organization that’s struggling or might not have the best leadership above you, this is a must-listen episode.

Brian Walsh shares insights on how to overcome organizational challenges and lead your teams in a way that has a positive impact. He covers examples of what to do and what not to do as a leader at the end of a quarter when you’re in a flurry to hit the number. Tune in to hear tips for improving your leadership skills when you don’t have access to support from above you or you’re facing complex challenges that you don’t have the power to solve.

Check out this and other episodes of The Audible-Ready Podcast at Apple Podcasts, Spotify, or our website.

Here are some additional resources on

- How to Help Your Front-line Sales Managers Lead Successful Teams

- Being elite: 3 Lessons Learned as a Revenue Leader

- How to Make Sure a Bad Quarter Doesn’t Repeat Itself

It's not always about coming out as asuperstar, or you know ten times better than you were before because of thestruggle, sometimes its about getting through it and having a positive impacton your people and your part of the business and your Keyn you're. Listening to the audible, ready,podcast, the show that helps you and your teams sell more faster willfeature sales leader sharing their best insights on how to create a salesengine that helps you fuel repeatable, revenue, growth presented by the team,an force management, a leader in PTB sales effectin. This let's get started hello and welcome to the audible, ready,podcast, I'm Rachel clepp Miller. We are starting a New Year, which isalways an opportunity to reassess a just course. This is a topic that Ilove to discuss with our own Brian Walls bry and welcome New Year New YearHappy New Year. Rachel hope you are well. It is time to go, make the firstquarter right, and I think it's really critical- that weall acknowledge that that that is a always a critical sentiment going intothe ear and there's more than enough evidence out there, and everybody knowssomething about to say, but it proves that making q one at a team level or anan individual contributor level creates the strongest Launchy Pad for full yoursuccess right. So you know, if you've already got that, figured it out.That's good, but if that's your only goal, whether you're a frontline selleror you're, a leader of people, you may fall into the trap of focusing on onlyone side of the coin right, which is the short term. While the long termgets missed yeah, we speak often about what you do after the Hoopla of thelast quarter, the HOOPA, the Sko, whatever form it might be taking foryou this year and then you're starting the new year. The first quarter, anwe've talked Brian about that that long game and when you're executing againstthe year, like you said it's important to remember those longer term outcomes.Well- and you know, for leaders,...

...especially you got to ask yourself and-and you know you can put leaders into that- Former leadership role, butthere's a lot of US wheare, also informal leaders, depending on the rolethat we're in, but you know imagine yourself in one of the followingscenarios: It's five years, it's eight years down the road you've moved on tothe next job or two inside of your company or the next company, whateverwhat part of Your Life you've changed or moved into, you might eito begetting ready to like go to your retirement party, maybe you're at thatpoint, your areer, but whatever the case, you know if you stand yourself inthat moment, I hope you will remember as you're thinking ahead, that thereare others that are talking about you and in fact I would say that they'vebeen talking about you for some time, whether you know it or not. In fact, ifit's been five to ten years, they've been talking about you for five on tentyears nd and you know, there's really only three outcomes inthat moment. Right people are talking about you and remembering you for whatyou did for them right, that's option. One of to do is they're talking aboutyou and then remember you for what you did to them an option. Three is they're, like kind of happy you're gonebecause you're simply going to be forgotten. It's really that simplepeople are talking and you're, leaving an impression with with every meetingyou have every call you make every slack message you send and as we movethrough the forecast, the deals, the quarter, Hustle and Bustle coaching,our teams there's some keyways that you can be in that first first category,what you did for people and that will lead to the best team performance yeah.I think it if you think about it, it that it's the outcome for people whoare truly there right. They, it was the person who wasn't focused onthe current quarter. Only right you, you know it's a person who was focusedon creating susaints, sustained success, both through the good times and thetougher times. It was the the person who coached and developed skill inpeople and on their team. It was tha,... was the person who had the everybody.Does the WORKOR, as my father used to say, everybody takes out the garbagementality right and you K Ow, who led through their actions, not just throughtheir speeches or fifth pounding on the desk. Ight think you know, is peoplethat create followership and they aspire others who want to kind of belike them. You know because they were action. Oriented they're, focused oncreating outcomes and theyr focused on creating outcomes for everybody therhetheir team members, their peers, their customers, it's not about themselves.Yeah, that's one of the things I've always loved about working even atforce management is our Cofon Er Granwilson always says everyone bindsright, we're all nobody's above the bining machine and buyg in a Powerpanpresentak right, I'm not the best at it, but I'll do it. Absolutely I've done it.Of course. If you're, really smart, you prove to people that you'll break thebinder, then they get you to go trough something else, but we do hat. We alldo everything you're right, yeah. I think I've done that before to notintentionally. But you know Bryan it's easier for those who of us who work inorganizations that are run well. We've worked with some great runorganizations that we work with through force. MMANAGEMENT they've gone throughour force management programs, but that's not everybody's reality, so yea.How do you SFILTER out that noise? What do you do if you're in an organizationthat' struggling or one that might not have the best leadership above you?What are the strategies to make sure your a good leader despite thosechallenges? Okay? So that's a really tough question, but Ithink it's a really important question because it would be easy to give thisadvice which, by the way, which is one of the best pieces of curv Bi Sat, isever given, so we should start there, which was never work for a knucklehead.Now that was not the word that the person who gave me the advice used, butlet's use knucklehead but never work,...

...yeah, never work for a Knucklehead, andI do think that that is a strategy that we should be okay with, which is, ifyou find yourself working for one of the people. That's going to beremembered to someone who did something to people or just simply forgotten. One of the strategies is to considerfinding someone else to work for either in your organization or somewhere else,and to not say that I think would be not it be tisin genuine, okay, but Ialso know especially the current environment that that may not be thereality for a lot of people. So, but it is an option and it's when you shouldthink about, and you should Waig I'm a big believer. You should never run awayfrom something. You should always run to something whether that means youstay with your company and you look for other folks to talk to and work withinternally or you decide to change your career whatever they might be, but youshould always be running toe something right. So in my mind, it's like okay.So how does that cont up te running to something attached to your question,about what are the strategies and ther running to something and attaching itsother strategies? In my mind, is this poncept of? If I can't change thecircumstances, I'm in in terms of who I'm working for the leadership andtheire actions above me, but I'm going to stay where I'm at and I'm going totry to deal with that. Where are other places that I can look for thoseexamples of what good looks like so can I create an informal group of my piers,like I like? I know guys who I know, groups of guys, groups of women whomeet once a week for coffee right and it's a professional networking group orit's a Bible study group or it's some sort of you know small group that keepsus all on the same level playing field and we learn from each other, so so thesame kind of concept right there. What can I do to build an internal networkor even an external network of people that can help me Waye through that byhelping me think about what are the ways that I could be doing my jobbetter to be viewed as one of those people who's remembered for what I didfor people right. So there's there's that stratagy. I think the otherstrategy that I think about is this...

...idea that a lot of leaders don't takethe time to sell reflect. They hear it all the time right like I remember youknow it we're all practiic for where we came from. So I remember a Guy Name,David Kurns, who wis CEO Xerox for a while, and you know a lot of peoplehave know this, but David every day for twenty five minutes, sometimes aroundthe lunch Houer had twenty five minutes to himself period en, and that was forhim to stop and reflect rest a little bit and really think about what am Idoing differently, or what am I going to do differently going forward to makethis day to make this week to make this month better for me and my team, so arethose the perfect answers to to a situation where I'm working for someonewho's going to be remembered for what they did to people? No, but sometimesYiu just got to get through it. It's like what we're dealing with right now,I'm a big believer that a lot of our focus needs to be. Let's get throughthis and get to the other side. You know it's not always about coming outof a time like this or when I'm working for somebody that I'm just not loving,working for or working for a leadership teen that doesn't exhibit the behaviorthat T. I wish e Behav the exhibit it's not always about coming out as asuperstar, or you know ten times better than you were before because of thestruggle it's about. Sometimes it's about getting through it and having apositive impact on your people and your part of the business and your team doethat make sense. Yes, I there's benefit to being steady. YouKnow Yeah Eddy, like that's, not a bad thing yeah and that's, but you knowwhat that's hard, especially when you know you're carrying a number andyou've got a team of people who are all carrying the number and you're hearingconflicting things from people above you and you're. Looking at you're,looking at the situation saying what you're saying and your behaviors don'tmatch up, and I'm trying to focus on getting thisteam through the quarter and set up for the next two quarters, and your focusis over here. It's very. It's really diffiult. I actually you've heard mesay this before. I think frontline...

...leadership and that's who a lot of thisright now is kind of focused at at least that's. What's in my head is I'msaying this? Is it might be one of the toughest jobs in any company frontlineleadership in any group, not just selling or sales, but frontlineleadership of men and women is really difficult because you are trying todevelop you're trying to get the outcomes but at the same time, you'retrying to deal with and filter all of the stuff. That's coming down from onhigh. That's really tough Oyou're, the one in the middle of the of the you'rekind of the rope. The both sides are pulling on it, Taawar right, yeah,you're, getting squeeze squeeze from your both Hends Yeah. So right, if wego back to your remember for what you did for people, what you rememberremember for what you did to people or Youre forgotten. Sometimes, when youlook at things like that, the easiest way to know how to do it right is toknow what not to do so. If we just suppose that what you did for peoplewith what you did to people, those are those things that you don't want to doand some of us you know at the end of the quarter in the flory. What you justsaid, we can fall victim to some of those those tactics yeah. You know where I'm going to you're going toquickly find out where I'm from. If you don't already know, I was watching myCleveland browns yesterday, who have who I may be a perfect example of thiswhole conversation for the last fifteen plus years, they've got a new headcoach. This got cavins te Fansky. They build this thirty eight to three leaguegoing into half time. They come back out and before you know it, tenness e'sback in the game and part of what really impressed meyesterday was watching him on the sideline he's unflappable. He hedoesn't overreact positively or negatively. He's at t yoar point aboutthe benefit of being study. He is so steady right and he's not. He is not getting caught up in themoment when things are going really...

...really well or really really poorly and-and I think that in and of itself creates an expectation of the peoplearound him that they that they know what they're going to get from him andit's going to be consistent. So on the opposite side of that, to your point,you, let's think about like the stuff that we see from the folks who, when welook back on our lives, are like man that was somebody that is rememberedfor what they did to people right or ju, the just simply forgotten reteater.These are the folks who, like pointed you, know they just pointed it thescoreboard they screen. You know like we like Tou, say they screamed at thescoreboard and you're. Looking at the scoreboard going well thanks fortelling me we're losing by ten points, I already knew that right they were theperson who led from behind the desk. They were really good at talking abouthow they got there LETM. You know, let me tell yo how how how easy it was forme how good I was how I took advantage of every opportunity. You know they'rereally good at telling people stuff they already know or managing from the most recent salesforce, Tash border or the updated spreadsheet. You know it's the personwho is focused on their own career outcomes and climbing the ladder, and you knowyes, I'm thinking about some very specific names at the moment, and Iwill not name those names, but I was also speaking thinking about some veryspecific names when we were talking about those who I remember for whatthey did for people, I mean I remember, the Brian leadies and the pad alazandasand the Jeff Canada s the sales leaders that I worked for the the executives Iworked for and the amlkhes who are remembered for what they did for peoplemore. So than those that I simply forget or remember what they did topeople, if that make sense yeah, I think all of us, as as you're talking,can make two lists right. U Our managers, AAn and, and my advice isfocus on the list of those whoover...

...remember for what they did for people,and I Sai I'll tell you why I say that Rachel, some of us, the way where arebuilt could could at times tend to focus on those that did things to us orothers, and the good news is those are people I would never take advice fromso why does it matter? Why would I spend any of my time thinking aboutthem right exactly, and you know, as youthink, about your two lists, or even the people that you've forgotten aboutright, your last yeah. There is some time that you should selfreflect, because there's probably more that we can do as leaders to beremembered for what we did for people and, as we start the new year, there'sno time like right now to get yourself headed down that right path to be trulya great leader for the people who work for you. You know, I think it's reallyeasy going into a new year to think about. This is my chance to make theyears resolution, but sadly, too many people don't follow through or followup. I would just say, as you think about this whole conversation relationto this time of year. There are a couple of key messages. First, if youthink about these three categories, right, remember for what you did forpeople versus two people are simply forgotten. I cannot believe that anyonewould ever consciously choose anything, but that first outcome for themselvesand their personal legancy. I just mean if you were to pick one of those othertwo options as the outcome: You're, probably in the wrong jobnumber one and- and you could probably be a lot happier in another job, but itjust doesn't make sense to me that anybody would consciously chooseanything, but that first option- and I think the second thing is it's a new year, so you can start todayit like. What's in the rer view matter, it doesn't really matter you can. Youcan start over or you can take another step forward if you're already on theright path- and I just I would ask you... consider three questions riht. Whatam I doing? That's creating value for my team. Just ask yourself from anoperator worthem standpoint. What is it that I'm already doing the create valuefor the team and how do I? How do I continue to do that right, coachingskill, helping them see the unseen or know the unknown right, get my handsdirty with them create action right. The second question is: What will Ipurposefully do this week to create more value and the third question? Thisgoes back to this concept of taking some time once a day to reflect is whatwhat am I going to take off of my calendar, because it doesn't help meachieve these outcomes. IAND like there's stuff, I'm probablydoing that's, not creating value. That's not helping me help my team or Mor or my piece of the business. So how do I? How do I have a healthy balancebetween the now right, because therere stuff that there's just stuff you gotto do you got to deal with and the future, and I think that goes back tothat concept, Efr, really thinking on a daily basis. What am I doing going surethat my legacy is one where I'm remembered for what I did for people yeah. That's that's great. My favoritequestion, or my favorite thing to do- is to take stuff off your calendar sothat that's a good one to start with. So the three questions just toreaderate what Brian said, what am I doing? That's creating value for myteam for the people that work around me. What am I going to purposely do thisweek to create more value and what's coming off the calendar, because it'snot valuable for me or AR, like you said it doesn't help to achieve theseoutcomes, Amen, you nailed it all right. Thank you, Brian. I enjoyed thisconversation thanks for Rachel. I really appreciate the chance to talkabout it. It's perfect time of year to do it. You know it's as John Likes tosay to right one of outher, one of our other founders. This is an opportunityfor people to be uncommon. This is not...

...easy to do, but the good it is. It'snot awfully hard either. You just have to be willing to do it right. That's that's great! We we'llleave it there. Thank you, Brian, and thank you to all of you for listeningto the audible, ready, podcast and force management were focused ontransforming sales organizations into elite teams, are proven methodologies.Deliver programs that build company alignment and fuel repeatable revenuegrow. Give your team the ability to execute the gross strategy at the pointof sale. Our strength is our experience. The proof is in our results. Let's getstarted visit us that force Managementcom you've been listening tothe audible, ready podcast to not miss an episode subscribe to the show inyour favorite podcast player until next time.

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