Podcast episode
5 Steps to Become the Sales Leader That Inspires Your Team (David Priemer, Cerebral Selling)
30 Minutes to President's Club22 Aug 202436 min
Description
FOUR ACTIONABLE TAKEAWAYS Delegate regular tasks, such as skill-building sessions in team meetings, to your reps to encourage leadership development and lighten your workload. When introducing new narratives or initiatives, provide a clear example of what good execution looks like, so your team knows what to aim for. Be transparent with your team about the reasons behind significant changes, such as quota increases or territory shifts, to help them understand and accept the decisions. Create a safe environment for reps by making it acceptable to forecast low numbers if that’s the reality, with categories for worst-case, most likely, and best-case scenarios. DAVID'S PATH TO PRESIDENT’S CLUB Founder @ Cerebral Selling Vice President of Sales @ Influitive Vice President Commercial Sales @ Salesforce RESOURCES DISCUSSED David's Book: The Sales Leader They Need Join our weekly newsletter Things you can steal 30MPC Training: 30mpc.com/training
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Quoted on this wiki
Every place a page here uses this source, in the order the words come in it.
For example, complete the sentence. What's one thing you could do to sell more software in our new European territory this quarter, if what's one thing that our marketing team could do to support us in the holiday season, revenue push, if what's the, if, and then you work to clear those roadblocks for them, boom, what's number two. Number two is what I call deputizing your team. “So everyone in your team gets a job.” This is where we share our leadership responsibilities. So think of it almost as like a two column chart. 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
you work to clear those roadblocks for them, boom, what's number two. Number two is what I call deputizing your team. So everyone in your team gets a job. This is where we share our leadership responsibilities. So think of it almost as like a two column chart. 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.
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
when someone handled the competitor wrong, when they can't handle an objection, when they're not asking for business impact, when they're not multi-threading, when they haven't actually taught them how to do those things. This goes back to deputizing your team. If you're releasing a price increase, doing a new discovery talk track or struggling against the competitor, “find the person best at handling that” and put them in the spotlight. You don't have to do it all, them in the spotlight and then throw that in a Notion doc or in a Google doc and then just hold people accountable to what Morgan Mello was doing or what Justin Solis was doing or whatever your other top reps were doing. That's how you set the example while not having to do all of this on your own.