5 Steps to Become the Sales Leader That Inspires Your Team (David Priemer, Cerebral Selling)

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1. 2:01

   In the first column, we have a role and responsibility from us as leaders. The second column is who's going to do that over the next month or quarter. So for example, we have one person on the team that's responsible for customer events, one person responsible for SPIS for the team, another person responsible for making sure that the forecast date is updated in the CRM. And the idea is we share our leadership responsibilities, drive “accountability across the team.” We make them accountable to each other and show them what it takes to be a good leader. We have one person responsible for takeaway number three, and I believe that's you. Today's show is brought to you by Responsive, which helps sales teams respond to RFPs, security questionnaires, and buyer requests faster. So deals don't die at the last mile. One great way to drive your deals faster is to run parallel

   In Cross-team accountability model

2. 6:24

   By creating transparency, I'm helping you act with more intent and focus. These are just some things that, by promoting transparency, giving the why to go with the what, I can help improve your commitment to the task. Where are some places you have to walk a careful line with being transparent? I'll give you an example. “Compensation or quotas or performance management.” Things where they're really dicey topics and you might not want to put the criteria for performance improvement plans on a public board. What's your take on the spicier topics like that? Yeah. It's funny. When I think about transparency, one of the biggest, if I can say, failures that I had

   In Compensation and quotas

3. 17:16

   coaching someone to a forecast, there should be an element of defensibility. One of the biggest challenges is like, let's say I'm working a deal, talking to the customer and the customer says, this could be good, but it's not going to happen now. Can we reconnect in three months? As a rep, what do you do? Do I go into the CRM and I start like, do I push that out six months “In the Salesforce days, our guidance would be unless you can defend why” they're going to actually sign three months from now, then it shouldn't be pushed out. Cause now it's just going to inflate our forecast. You should do one of two things, either dead it out. And you set a reminder to reconnect and, you know, reinvigorate the opportunity later on, if it makes sense or keep it in the forecast, but you put it at $0. So it

   In Co-selling opportunity management

4. 17:29

   As a rep, what do you do? Do I go into the CRM and I start like, do I push that out six months or three months? In the Salesforce days, our guidance would be unless you can defend why they're going to actually sign three months from now, then it shouldn't be pushed out. Cause now it's just going to inflate our forecast. You should do one of two things, “either dead it out. And you set a reminder to reconnect and, you know, reinvigorate the” opportunity later on, if it makes sense or keep it in the forecast, but you put it at $0. So it doesn't mess up my numbers when I'm running the deals, you know, later on. Right. So that also, Armand has the rep put some skin in the game. Cause now I just can't kick the can further down the street. I have to ask myself, okay, is this actually going to happen? And maybe it actually

   In Not-ready lead nurture

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