Albert is fanatical about his work, striving to deliver value to companies he works with and the people within his team. He brings extensive expertise across Banking, Financial Services and Insurance and core focus areas in Financial Crime, Fraud, Data, Analytics and Identity.

In his free time, Albert is a passionate target rifle shooter and volunteer, serving as Director of NRAA, Chairman of the Victorian Rifle Association and Vice-Captain of the Australian F-Open Rifle Team,

(1) What was your first sales role and in which industry?

My first sales role was when I left South Africa in 2006 and moved to New Zealand. I had to find a job pretty fast to secure a work permit and found myself selling EFTPOS terminals to small retailers. The role was entirely phone based and taught me incredibly valuable lessons in how to be successful as a salesperson. 

(2) What was the first lesson you learnt on the job?

My first lesson as a sales professional was that input equals output. It’s a rather simple one, but one that had a huge impact, especially in a role that offered remuneration directly linked to my efforts. If I put in the work, hit the phones, engage with clients, follow up on my leads with determination and grit, the dollars will start to roll in. I understood very quickly that if I apply this simple lesson, I could take control of my own destiny and be in control of how much money I get to take home every month. With a young family at the time, this was incredibly valuable. 

(3) How or why did you become a sales professional?

What’s interesting is that I didn’t become a sales professional by choice. I moved to New Zealand 15 years ago and I needed a job. However, once I fell into sales, I never looked back.

Sales is the only profession that can shape the culture of an organisation. As salespeople, we get to engage with everyone across an organisation, be it the product development team, operations, marketing, procurement, customer service etc. The culture of the sales team will shape the overall culture of an organisation. In a nutshell, the sales team has the power to drive a high-performance culture, and to shift and lift a culture through accountability.

(4) How would you describe your approach to sales and what are the values that you live by?

My approach to sales is two-pronged. Firstly, in order to be great at selling, one has to be inquisitive. You have to be curious about what are the challenges of your clients, understand their pain points and their long-term goals. Being a great sales professional goes beyond just closing deals. It’s about providing solutions to your clients.

By being curious and genuinely wanting to know about your clients, you will be able to unlock trust and value. The clients will quickly understand you are committed to their success and will start to see you as their partner, an extension of their team. If you can unlock trust as a sales professional, your clients will keep coming back to you, even if you don’t close that deal today.

In terms of the values I live by, I’m a man of my word. If I say I’m going to do something, you bet I will follow through with it. It makes me reliable, it builds trust with my team, clients, and other stakeholders. I don’t over-promise and under-deliver and if I make a mistake, I’ll own up to it.

(5) In your view, what are the three most important factors that determine sales success?

In my experience, the three most important factors are:

Taking action – to be successful in sales, you need to have the willingness to spring into action and be proactive about it. You can’t afford to sit back and wait. You need to have the willingness to make phone calls, go door-knocking if you have to, engage with your clients, etc.

Curiosity – if you ask the right questions, you will uncover your client’s pain point and therefore will be in a better position to offer the right solution for them

Drive – a successful sales professional is also one who has a never-ending hunger in the belly. This hunger is what will keep you going, hit those numbers and build up your sales pipeline.

(6) What did/do you love about sales?

What I find the most exciting and rewarding is when I get to see how my clients, or others are positively impacted by the solutions I provide to them. Especially in my current role at GBG where we help create an environment where everyone can transact online with confidence by reducing the risk of fraud, there is a bigger societal impact to what we do. Cyber criminals and fraudsters use stolen money to trade children, slaves, drugs. To know that in my role at GBG I am contributing to putting an end to this, is deeply rewarding.

(7) What did/do you dislike about sales?

The perception that people have of sales professionals is what I don’t like. We are often seen as manipulators, liars and money-driven vultures. And to defy this perception comes with the job, day in day out.

(8) Tell us about your most memorable sale and why.

The biggest highlight of my sales career is when I closed a multi-million deal with one of the four banks, at a company where the average order value was $10K. It took 18 months and multiple conversations across the organisations to find out how each department would benefit from the software I was selling at the time, in order to finally get it over the line.

(9) What is the best piece of advice a sales manager passed on to you when you were in sales?

The best advice I received very early on in my career was that there are multiple ways to achieve success in sales, depending on your personality, the industry you’re in, what you’re selling etc. Very often, once sales professionals reach their high, they think they’ve unlocked the secret formula to closing deals. And they tend to believe that their approach is the only approach that works, which is not true.

So, it’s important to be open-minded to other people’s approaches, learn from them and keep evolving your own formula for success.

(10) What do you wish you had known when you first started out in sales that you know now?

I wish I had known that I didn’t need to buy the most expensive suit and tie for people to take me seriously. While how you present yourself as a salesperson is important, it’s not what will impress your stakeholders. 

(11) What traits do you believe are critical for success in sales management and sales leadership?

Support – Get to know your team and their preferred ways of working. Provide the support, resources and training they need and commit to their success and their professional development. Ultimately, you are only as successful as your sales team

Accountability –  Hold yourself and your team accountable and be ready to have the hard conversations. 

(12) What is the secret for sales leaders to get the best out of their teams?

Clarity of message is of utmost importance. Very often, the reason why sales teams don’t deliver is not because they are not hardworking or don’t have the right skills. It’s because they didn’t understand the tasks, the products, or how to cross-sell or up-sell.  As such, it is important to also foster a culture where your team feels comfortable to ask questions when in doubt or if they need clarifications on anything before sending them out on the field.

(13) How has your industry evolved in the last 10 years or so and what changes do you see coming in the next 10 years?

Fraud detection and identity verification have taken on a new meaning altogether in the past decade. With financial crimes on the rise, organisations across the globe are increasingly relying on technology to protect their businesses and customers against rapidly evolving financial crimes. Organisations both large and small are increasingly looking for comprehensive identity verification and fraud prevention practices to try to keep up with the rapidly evolving threat landscape. 2020 has particularly been a pivotal year for identity-based fraud. COVID-19 created both a global healthcare and economic crisis, making the environment ripe for sophisticated fraud rings to capitalise. 

In the next 10 years, the use of Artificial intelligence (AI) to fight fraud will become even more widespread in identifying fraudulent transitions and strange behaviours. It will be increasingly possible to analyse thousands of technological and behavioural data points in a matter of seconds. However  according to some reports, fraudsters will start to use fake faces for biometric verification whereby these “Frankenstein IDs” will use AI to combine facial characteristics from different people to form a new identity, creating a challenge for businesses relying on facial recognition technology as a significant part of their fraud prevention strategy.

(14) How do you balance life and work?

By setting clear boundaries, for myself and for those around me. You have to create your own work-life balance, it won’t just happen. I make sure I take the time for myself. For example, every Friday, I commit to working from a remote location in the country. A weekly change of scenery keeps me feeling refreshed and this translates in my work as well. I’m more energised and it makes me more effective.

(15) What do you enjoy doing in your free time?

I’m a competitive rifle shooter and I grow strawberries on my farm to make delectable jams.

About GBG Plc

Headquartered in the UK and with over 1,000 staff across 16 countries, GBG Plc specialises in digital identity and fraud solutions. Its technology helps clients transact quickly, safely and securely with their online customers. Many of the world’s best-known businesses rely on GBG to provide digital services and keep the economy moving, from US e-commerce giants to Asia’s biggest banks and European household brands. 

For more information visit https://www.gbgplc.com/apac/

The post Leadership Q&A – Albert van Wyk appeared first on Head Of Sales.

Throughout his career at media agencies and publishers, Ricky has worked with major global and local brands within prominent categories, including FMCG, auto, finance and retail.

Prior to joining Twitch, Ricky was the Managing Director of Unruly (News Corp/Tremor) for three years where he led the sales, operations and other business functions. During Ricky’s tenure the business grew to be one of the most profitable (EBITDA) in the APAC region. Before changing lanes into the sales side, Ricky spent 11 years at the buyers’ side. He was at GroupM, with the last years leading Maxus (Wavemaker) investment nationally as Head of Investment.

1. What was your first sales role and in which industry?

My first sales role was as an account exec for Mediasmart, the publisher of for the Yellow and White Pages—talk about the heydays of digital advertising!

2. What was the first lesson you learnt on the job?

It’s not what you know, it’s who you know. This is a cliche for a reason—networks are incredibly important in the sales field.

3. How or why did you become a sales professional?

From my early days selling lemonade in front of my parents’ house to being named employee of the year for customer service in my teens working at McDonald’s, I’ve always had a knack for sales—it’s seemingly built into my DNA. I love conversing, building connections and creating positive outcomes with people in all parts of my life. This coupled with my real passion for commercial acumen and hustler soul made jumping into sales a no brainer.

4. How would you describe your approach to sales and what are the values that you live by?

The two most important mantras I live by are:

• Progression before perfection. I truly believe in this manifesto as time is our biggest, most sacred commodity. Everything you as an individual or a team do has to be accountable—there should be a value proportion attached to your work, with you ready to sell it at any given time. This thinking also helps to continually improve new iterations of your offerings rather than waiting for the perfect solution, as there’s no such thing as ‘being perfect’. For example, steam engines haven’t been reinvented since the 17th century—they’ve instead been consistently evolved in line with customer needs and modern technologies. This analogy should be applied to everything we do.

• Be your biggest devil’s advocate. This is the only way to keep up and remain relevant as times change. I fundamentally believe that we need to stop sitting in meetings where everyone agrees with everything said, like the group thinks the world is full of waterfalls and rainbows. Don’t kid yourself! Instead, throw tough questions in, be ready for uncomfortable situations and pressure test every scenario. If there is one thing we’ve learnt in 2020, it’s that there’s no such thing as future-proofing!

5. In your view, what are the three most important factors that determine sales success?

Without a doubt, relationships, honesty and transparency.

6. What did/do you love about sales?

Outside of hitting targets and the multiple benefits attached to this, I get such adrenaline when there’s an all-round positive outcome for every party involved. Any sale is ultimately the byproduct of hard work, multiple meetings, negotiations, contracts and everything else in the middle that’s agreed upon along the way. So at a macro level, you could almost attribute a sale to eternal ‘happiness’.

7. What did/do you dislike about sales?

Winning and losing are essential elements of every sales process. However, my biggest dislike has to be not receiving feedback from a lost deal as it means you can’t truly unpack why you weren’t successful in converting the deal and learnings can be missed. There’s so much emphasis on winning, yet the biggest insights come from losing.

8. Tell us about your most memorable sale and why.

This has to be unlocking one of the biggest FMCG clients in a previous role. After spending no money with my team for several years, they became one of our highest-value clients in the ANZ region. This didn’t happen overnight—it was off the back of constantly asking the client for feedback on why they didn’t see us as a partner in the first place. We worked constantly on their feedback and it paid off. I’m proud to say we became their best partner in recent decades.

9. What is the best piece of advice a sales manager passed on to you when you were in sales?

‘People with problems need solutions’. Some time ago, I attended an Elkiem High Performance Masterclass, and this sentiment has stuck with me ever since. Solutions are fairly easy to locate within your arsenal once you know what the exact problem is, so spend time sharpening your axe!

10. What do you wish you had known when you first started out in sales that you know now?

Know your audience. One size fits all has never worked in the fashion industry and will never work for any organisation trying to keep its customers happy. Be agile, be dynamic and always bring the customer lens to everything you do.

11. What traits do you believe are critical for success in sales management and sales leadership?

The three key attributes of a successful leader are:

• Trust
• Respect
• Like

My advice is to spend your time on the first two elements—once your team trusts and respects you, the last likeability will come automatically. Too often can leaders spend time on getting the team to like them, however, this doesn’t necessarily mean they trust or respect you.

12. What is the secret for sales leaders to get the best out of their teams?

Your words should never travel far away from your actions. To foster a high-performing sales culture, you need to lead by example in everything you do. Soft-skills are essential here—empathy, emotional intelligence, resilience for your team and clients are all just as important as objection handling. Success starts from the top, so walk the walk.

13. How has your industry evolved in the last 10 years or so and what changes do you see coming in the next 10 years?

Embrace the disruption or be disrupted. Across my advertising career, I’ve tapped into so many industries and have to say this applies to everything we’ve seen in the past decade and what’s coming up over the next 10 years. I’m sure some in the taxi and hotel industries are still scratching their heads on what went wrong, but really, most could see the dominance of Uber and Airbnb coming miles away.

This ladders back to the importance of creating a culture of self-critique. Put your own ideas, offering and solutions through a pressure cooker, then view them through the customer lens. If you’re struggling to be your best devil’s advocate, bring in a third-party for some brutal honesty. Reflecting even on the events of 2020, it’s clear that every organisation needs to have a strong focus on the ‘why’. The stronger the reasons, the wider your choices.

All this said, I’m really excited to see what the next 10 years have in store and I truly believe Twitch is the future of entertainment. Throughout the shelter-in-place restrictions, we’ve experienced an unprecedented surge in the number of hours our audience is watching and all-time high levels of engagements with not just gaming content but also sports, music, entertainment—you name it. People want connection and it’s what our powerhouse community does best. My big, hairy, audacious goal is to cement our place among Australia’s biggest media networks, so watch this space!

14. What are some of the biggest challenges in moving from management into executive leadership?

As your career progresses, you move from a part-time to a full-time delegator and spending time on being proactive than reactive. This is all while being accountable to every function within the organisation. To find true success, you need to embed a leadership team at the management level who are respected and trusted by business and reflect your wider decision-making process.

15. How do you balance life and work?

To be honest, my work-life balance isn’t great at the moment. With the work from home arrangements, I’m still learning to differentiate between where work finishes and home starts. However, I’m getting better at this every day. What’s helping me is to implement walking meetings, move away from my desk every hour or so, and shut all devices for a minimum of three to four hours when the ‘workday’ finishes, like I do when physically working at a place.

16. What do you enjoy doing in your free time?

I’m really gifted to be surrounded by some amazing friends and family. Usually, my spare time’s filled with hanging out with them, which sees my wife and I enjoying lots of breakfasts, dinners and even house parties. By no means am I a pro at golf, but I love to hit the greens every now and then. Really, I love a good workout—there’s nothing better than working up a sweat at the gym and getting the endorphins pumping to destress.

About Twitch

Launched in 2011, Twitch is a global community that comes together each day to create multiplayer entertainment: unique, live, unpredictable experiences created by the interactions of millions. It brings the joy of co-op to everything, from casual gaming and world-class esports to anime marathons, music, and art streams. Twitch also hosts TwitchCon, the biggest community event of the year, where tens of thousands of people come together to celebrate and connect with others who share their interests and passions. We’re always live at Twitch. Stay up to date on all things Twitch on Twitter and on our Blog.

The post Leadership Q&A – Ricky Chanana appeared first on Head Of Sales.

1. What was your first sales role and in which industry?
My current role is actually my very first role in sales! That said, having come from a marketing background, I have always worked closely with sales-based colleagues.

2. What was the first lesson you learnt on the job?
Alignment – both internally and externally.

3. How or why did you become a sales professional?
I was the Marketing Manager at Hyne when the National Sales & Marketing Manager’s role became available. The business wanted to promote from within, and I had a vision (that had been developed over my previous 4 years in the business) – supported by a track record – for where we needed to be and how to get there.

4. How would you describe your approach to sales and what are the values that you live by?
My overarching approach is to a) think ‘strategy first’, b) understand the data, fact and detail of your subject matter, and c) be very clear and honest with people.

5. In your view, what are the three most important factors that determine sales success?
A sound strategy, well documented and communicated planning, and buy-in from all of the key people involved.

6. What did/do you love about sales?
At times, sales can feel like the toughest job in the world – which actually serves to make the good days great; a feeling of reward that I’ve not yet found elsewhere.

7. What did/do you dislike about sales?
The constant pressure to perform is always there, but it’s also what makes a sales role so exciting!

8. What is the best piece of advice a sales manager passed on to you when you were in sales?
The best advice I was given was to “… forget trying to be everything to everyone!”. This is sometimes hard for sales professionals to accept in the customer space, but the reality is that it’s simply not possible at all times. A well-constructed strategy and planning should assist in providing this direction i.e. what we are not doing, and with who.

9. What do you wish you had known when you first started out in sales that you know now?

The art of the humble enquiry.

10. What traits do you believe are critical for success in sales management and sales leadership?
Drive, organisational discipline, knowledge of your subject matter and excellent communication skills are the 4 cornerstones in my view. It’s also important, I believe, to have the ability to inspire your people.

11. What is the secret for sales leaders to get the best out of their teams?
Understanding what makes each individual team member tick. I do this through monthly 1-on-1 discussions where the topic is the individual and how they’re going, not the outcomes of the job that they’re doing.

12. How has your industry evolved in the last 10 years or so and what changes do you see coming in the next 10 years?
As an Australian manufacturer competing in a global commodity market, it’s become hugely important to leverage the available data and technology. This is absolutely true in the sales space also, where closely watched customer performance measures demand the best possible service level at the lowest possible cost base. Importantly, interpersonal relationships are far less influential and for many salespeople, this pivot towards a data driven customer decision-making process is a challenge. But for those who are agile enough to stay ahead of this evolution, an opportunity.

13. How do you balance life and work?
The more important something is, the greater the need to plan for it. So if having a balance in life is important, in my experience, you need to make sure your calendar reflects that accordingly. Time with family and friends, to spend on hobbies and simply to relax is always scheduled and within reason protected in my calendar.

14. What do you enjoy doing in your free time?
Eating out with family and friends, attempting to get fit and riding motorcycles!

About Hyne Timber

Hyne Timber is one of Australia’s largest producers of sawn timber products, a leader in preservative treatments and an iconic supplier to the Australian construction industry. Operating throughout the Eastern Seaboard and exporting timber to a number of global markets, Hyne Timber is a leader in technology implementation, product development and quality control with a world class manufacturing capacity and environmental standards that underpin our unwavering commitment to sustainably grown plantation timber production and supply.

For more information visit https://www.hyne.com.au.

The post Leadership Q&A – Jeremy Mead appeared first on Head Of Sales.

Jo is a straight talking, values led, results driven leader, coaching her team for high performance through EQ development, accountability and strategy.
Leadership in servitude, both for customers and team alike, is her true north. 

With a richly diverse career spanning start-up to corporate, Jo was a 4 x Awarded entrepreneur by 25, and has worked in National Account Management, Buying, Product Development and as Chief Rainmaker for a Business Accelerator. 

1. What was your first sales role and in which industry?

My first sales role was for the company I started at 25 in costume jewellery design. As an entrepreneur, I started out doing everything. Without sales, you’re dead in the water. Needless to say, I learnt how to swim pretty quickly!

2. What was the first lesson you learnt on the job?

That everyone has a story.

“You never know, what you don’t take the time to know”.

After serving 38,000+ paying customers over 7 years in business, I’m convinced that working in retail is tantamount to a pHD in humanity!

Skills in rapport building, forging connections quickly, with almost anyone, have been lifelong lessons, not just in sales, but in every relationship.

Sales are a type of relationship. They’re beyond a transaction.  Ultimately, it’s your ability to shape someone’s thinking, through asking the right questions; the sharing and incepting of ideas.
Sales are a reflection of your power to influence.
                                                                  

3. How or why did you become a sales professional?
I never set out for a career in sales. But I was always passionate about business; about entrepreneurship in particular. The intersection where imagination meets pragmatism.

I discovered my talent in sales almost by accident. But that’s a story for another time. Essentially, I love people, and I’m endlessly fascinated by consumer psychology. We’d all like to believe we’re rational creatures, deciding by logic but the truth is, we decide with our hearts.

And I stem from a long line of entrepreneurs, brought up on my grandfather’s philosophy, that “people do business with people”. I see myself as a lifelong student of the mastery of human connection, empathy and influence.                                

4. How would you describe your approach to sales and what are the values that you live by?
My approach to sales is a little contrarian and unorthodox.
I don’t believe the customer is always right, as not everyone is the right customer. 

“I don’t believe getting to ‘yes’ is the be all and end all”.

If you had to pigeonhole me, I am a Challenger salesperson. I believe the fastest way to YES, is through NO and I actively seek out my prospects’ objections.

I’m also big on selection criteria. My prospect and I mutually assess one another, ensuring there’s a solid partnership and values synergy. I don’t want to do business with just anyone. It has to be a right-fit. 

My top 3 values are: connection, growth and authenticity.
                                                                 

5. In your view, what are the three most important factors that determine sales success?
1. empathy
2. powerful listening and insightful questions
3. a willingness to serve.
                                                                  

6. What did/do you love about sales?
I love meeting new people; the privilege of meeting them where they’re at, through curiosity and empathy, and then reverse engineering a solution to realise their ambition, or solve their problem.

7. What did/do you dislike about sales?
There’s genuinely nothing I dislike about sales.

There are some approaches to sales management, however, that I’m not a fan of :

• Carrots and sticks as ‘motivators’. We’re not donkeys.
• Nonsensical KPIs. 
• Sales processes that aren’t customer centric.

8. Tell us about your most memorable sale and why.
I once met a client, the eve before her surgery to remove malignant tumours. She was dreading the months ahead in hospital. So she  asked to set her up with several design projects to pass the time and distract her from the pain.
It was the most meaningful sale as I knew we were contributing to her mental wellbeing, and that her finished projects would create tangible joy.

9. What is the best piece of advice a sales manager passed on to you when you were in sales?
Glen Carlson, from Dent Global and KPI taught me, “people will only pay for value they can SEE and RECOGNISE”.                                   

10. What do you wish you had known when you first started out in sales that you know now?
To never, ever take anything personally. Rejection and objections are not to be feared. They are the ticket to the game. It means your sale is on the right track and is just beginning.

And to spend at least 85% asking questions and listening.
The trusty adage of “we have two ears and one mouth.
Use them in that order, and ratio.”                                                              

11. What traits do you believe are critical for success in sales management and sales leadership?

• Empathy; a genuine interest and care for the humans on your team. Take the time to understand their external interests and talents, and see how you can leverage that in their role. 
• Imagination and enthusiasm – people want to follow people on exciting missions. How you show up every day, is critical. Your team takes their cues from your energy; it’s contagious in fact!
• Pride – if you’re a values led organisation, then imparting the nobility of the profession should be a cinch, and it’s imperative. If you’re confident what you’re selling makes a positive impact in people’s lives, then you’re not a salesperson, you’re an evangelist.
                                                                    

12. What is the secret for sales leaders to get the best out of their teams?

• Psychological safety for your team; permission to bring their authentic selves to work.   
• Empower them through autonomy. Build upon their confidence and skillset so it’s exciting and liberating, not daunting and overwhelming.
• Invest in developing their EQ through coaching.
                                                                    

13. How has your industry evolved in the last 10 years or so and what changes do you see coming in the next 10 years?
It’s changed dramatically with a focus on VALUE and content marketing has been a big proponent in the scramble to cut through the noise. Messaging and comms has become far more sophisticated, and more personalised with powerful CRMs. Sales feels more like humans talking to humans. 

I believe empathy is finally getting the focus it deserves. It’s the heart of all things sales. As it’s at the heart of all healthy relationships; mutual value exchanges.

As companies hone their focus on values and purpose, sales are going to become less transactional and the power balance is going to shift to more of a partnership ethos. 

Microniching, thought leadership, influencers are also all major themes on a J-curve.
                    

14. How do you balance life and work?
By putting proverbial compression pants on work! Work will expand to whatever size you afford it, so I’m firm on my boundaries. When I ran my own show, I was working 110 hours a week. I learnt the hard way that burnout is long and expensive. For me now, being a high performer is not just about work, it’s about having a rich, full life where I invest in myself. If I am healthy and balanced, then I can be in flow, bring my A-game everyday and support my team.

15. What do you enjoy doing in your free time?
I train 3-4 times per week in boxing and weightlifting. That for me is my meditation. I also paint portraits, love to cook and am a big fan of Blinkist, the app that allows me to ‘read’ several books a day, mostly on leadership, high performance and personal development.

About True

True is a full service advertising agency, best known for growing companies by creating and amplifying their brand stories. They use their bespoke methodology to solve the communication problems worth solving.

True believe that businesses should be a force for good in the world and that belief has been the catalyst for their alignment with the United Nations Global Goals for Sustainable Development. Their latest quest is #1millionhoursofpower, where every transaction with clients and key milestones within the business result in providing renewable energy to communities in need. Their goal is 1 million hours in the next 12 months.

Ultimately, True exist to help companies craft and amplify their business narratives to the right people with the right intent at the right time, so they can grow and do more good in the world. Paying it forward because that’s how they roll. 

For more information, visit www.truesydney.com.au

The post Leadership Q&A – Jo Schonheim appeared first on Head Of Sales.

Joining Commvault in 2020, as Regional Vice President of Partner and Alliances, Dino is responsible for managing the company’s partner program, strategy, and execution, across Asia Pacific and Japan.

1. What was your first sales role and in which industry?

I’ve always been in the IT industry. I started as a programmer writing code in a room for eight hours a day, back before smoking in enclosed spaces was regulated. After two years I moved into my first pre-sales role as a Sales Engineer. Here, sales reps would bring me into meetings as the ‘technical person’, but because they were technical sales, I always tended to be the person talking the most.

One day I said to myself, ‘Hey, I could do this sales role without the rep’. Funnily enough, not long after, the sales lead was out sick for week and I was brought in to look after the account — during this time, I closed the deal! This is probably the biggest deal I’ve ever closed in my sales career, and it wasn’t even me as the salesperson so I didn’t get the commission! It was my first real taste of what could be, so from here I went from pre-sales into a full sales role carrying a quota.

2. It was the first lesson you learnt on the job?

During my pre-sales days, I experienced so many different personalities and it soon became clear that the most successful salespeople were empathetic with their customers. These reps were  good listeners, who also put themselves in the shoes of their customer to understand what their needs were from both a business and personal perspective. In understanding the customer in a holistic way and establishing a rapport, it became clear that these relationships opened up other opportunities with the customer.

3. How or why did you become a sales professional?

What really struck me about sales was the dynamic nature of the role. My time as a Sales Engineer helped me realise that developing quick rapport with customers was one of my core strengths and something I enjoyed.

The aspects you’d expect, like making a lot of money and solving customer’s challenges, came after. I was based in Sydney, working across the CBD and regions state-wide, which challenged me to adopt different approaches for each customer. To diversify and create new relationships, I had to actively apply critical thinking, new strategies and understand the market.

Sales is anything but stagnant, and I thrive with the interpersonal relationships — had I know this sooner, I likely wouldn’t have become a programmer!

4. How would you describe your approach to sales and what are the values that you live by?

Three values that underpin my approach to sales are:

• Accountability: It’s the number one tenet I uphold in everything I do, and I expect it from my team as well
• Be well-prepared: From a customer meeting to a quarterly business review and even an internal planning session, I’ve learnt the hard way that you can’t be prepared enough
• Empathy: Being empathetic to your customers but also to the team you manage as a sales leader

5. In your view, what are the three most important factors that determine sales success?

Integrity, accountability and transparency. These factors are all important in establishing credibility with customers as ultimately, they want to do business with people that they trust.

Holistically, sales success is often determined by the numbers — and yes, this is important — but customer is more important. A customer will always remember the things that you do for them, and these may not necessarily relate to back to meeting your quota.

Back in the 90’s, I had a customer who was in trouble with their network — it was down, and they needed help to get it back up. It was the Australian Olympic Committee when they were preparing for the 2000 Olympics and I knew they didn’t have any budget for this project, so I corralled another technical-minded person and we went out to help them get back up and running. It was a weekend job, it wasn’t an easy fix and we didn’t charge the customer, but we were happy to do it.

We didn’t hear from them for about three months, but down the track they came back remembering this moment. They valued the effort that we went to and our trust went through the roof — all because we put the customer first before our quota, before the numbers. Ultimately, if you put your customers at the forefront and look after them, everything else will fall into place.

6. What did/do you love about sales?

Frankly, I sold myself short when I became a programmer — I thought I was an introvert, but boy, was I wrong! I love how you build friendships through your relationships with customers, in fact, I still talk to my former client from AOC to this day.

I love that you get to meet customers, understand their business and personal needs, then take on the challenge of coming up with a value position that helps them achieve their business goals and grow their career. Sales has taken me across continents, from working in California to speaking at conferences across the Asia Pacific, so it really is borderless.

7. What did/do you dislike about sales?

I dislike when the business and customer aren’t aligned, meaning we can’t put the customer first. I’ve worked at an organisation where our business as a vendor was like ‘putting a square peg through a round hole’ — what we were trying to sell wasn’t aligned to what customers wanted or needed, and we were trying to force the sale.

This is an interesting example, as the company wasn’t always like that — this change was driven by a revenue number, and to hit the sales targets they changed their approach and put the customer last. Fortunately, this changed the next quarter, as the business realised it was impacting their customer retention.

The takeaway is that not putting the customer first can have a long-term negative effect on your organisation.

8. Tell us about your most memorable sale and why.

Back to the late 90’s when I was a SE and went out to take care of an account while the sales rep was out sick for a week, I really had to dive right in and fill the sales person’s shoes.

I worked probably 10 hours a day trying to close the deal as the customer had a hard deadline that we needed to meet. This deal had been in the works for six months, so the hours of work that’d been invested were weighing heavy on my shoulders. I closed the AUD$2.5 million deal, which at that time and for an organisation of that size was a big deal.

What’s so memorable about this experience isn’t the commission — which went to the sales rep — it’s that it gave me a real taste of what sales was like. I was exposed to the CEO, CIO and procurement to negotiate, and I had to learn on the job as there was no one to show me how to talk too these people, but I was able to. This was a real pivot point in my career that showed me there was more than just pre-sales — there was a bigger opportunity out there, plus a bigger commission check.

I have to say, the sales rep was very generous when he came back from sick leave. We celebrated the success and told the whole world about it, including giving me kudos in front of our organisation. He celebrated the success with the people who deserved it, which showed me the importance of revelling in the wins and providing the accolades to everyone involved.

And yes, he took the team out and I don’t think it was just dinner either. He bought a watch for me too because he realised he was making a commission while I wasn’t and thought, “Okay, this guy deserves it.”

9. What is the best piece of advice a sales manager passed on to you when you were in sales?

The customer relationship is everything, so being empathetic, understanding the customer’s needs and putting them first is essential for any salesperson. I learnt the importance of transparency early on — always being open and honest with the customer about what you can and can’t do and setting realistic expectations.

I’ve always approached sales by getting to know my customers on a personal level and building genuine, authentic relationships, which reinforce that you’re not just in it for the revenue. At our core, we’re all human and we often relate to hobbies and personal passions outside of the office as opposed to our day-to-day work.

I look after Asia Pacific and Japan, so how I approach this varies per country. Australia’s a sports-mad nation, so I always make an effort to understand what sport and team the customer follows. I’m a rugby coach and referee in my spare time, so this comes easily! I have a note on my phone where I jot this down, and my customers are always surprised when I bring up recent news about their team or what’s happening in the sport itself. In Japan, it’s all about the saké, while karaoke is big in Korea and China, so our dinners always include something extra! I always try to give the Korean & Chinese songs a crack and make a fool of myself, but I think my customers like me more for this! – a willingness to understand and assimilate into their culture.

10. What do you wish you had known when you first started out in sales that you know now?

To always put the customer first, before the number. It’s easy to get wrapped up by the revenue targets and your potential commission, so that it consumes your life. But, this can have consequences for long term customer relationships. If I’d known this from the beginning, it would have helped me a great deal.

If I were  to give any advice to a new salesperson, it would be to live, breathe and die by the customer. When you’re focused on the customer, everything else will fall into place.

11. What traits do you believe are critical for success in sales management and sales leadership?

There are a few key traits I believe are essential for sales leaders:

• Empathy, not just for your customers, but also your team
• Passion and belief in what you do and the goals you’re targeting
• Being highly engaged – if you’re not, how can you expect it from your team or customers

Goal alignment is also critical, and there are nice parallels to my rugby union coaching here, as there’s a lot of strategy involved. I was a rugby coach before I was a sales leader, and the mentoring aspects are quite similar. Before we go into a match, we’re talking about what our goal is and breaking down the strategy to achieve this. I also speak to each individual about how their role on will help to reach this goal, which fosters that ‘one team’ mentality. I use a similar approach with my sales team for meeting our quarterly targets — we talk through the strategy together, and make sure each team member understands how their role contributes to the overall success of the team and the business.

One area many leaders can overlook is celebrating the successes, but taking the time to revel in the wins, acknowledge each individual who contributed and share the accolades with everyone in your organisation is critical for a high-performing team.

At Commvault, we love to celebrate the successes. With COVID, we haven’t been able to get people together, but we still share accolades on Zoom and email with the wider team. We’ve also sent t baskets to team members as a thank you of their hard work and effort to hit some big targets. I do miss the in-person celebrations and my team is full of extraverts, so we’re itching to get back out there when it’s safe to do so.

12. What is the secret for sales leaders to get the best out of their teams?

Like with rugby coaching, it’s all about having a plan and communicating with each individual what their role is to help the team reach the overarching goal.

One thing I’m excited to implement at Commvault is a social justice program where our teams can work with a local organisation like Habitat for Humanity or a soup kitchen to achieve a shared goal outside of work. Everyone is human, and there’s an innate part within us where we want to do good and help. Initiatives like this are priceless for building culture within a team as they bring out the best in people, while bringing everyone closer together.

13. How has your industry evolved in the last 10 years or so and what changes do you see coming in the next 10 years?

The last 10 years has seen drastic and rapid advancement for the data market, fast-tracked by the pandemic this year. Data volumes are growing exponentially, and with 5G underway, data will grow at even faster speeds.

For businesses, if the right data management approach is not taken, we will have a big problem. Public awareness and spotlighting of data privacy have grown dramatically with data breaches making headlines and data privacy becoming a hot topic across the world.

The pressure is on for businesses to map out a clear data architecture for access, management, privacy and security. Particularly with remote work trends, mandating the use of devices that are secure and cloud-based systems where data management discipline can be applied will be high on the agenda for businesses.

There will be an increased focus on analytics as we recognise the value of our data and focus on abstraction in IT. Data analytics will increasingly support intelligent decision making, and strengthen compliance stances within organisations. In the coming years, expect more businesses to make analytics a priority as we customers realise new data opportunities and the possibilities enabled by AI and ML.

14. How do you balance life and work?

If there’s one thing that’s important to me, it’s making time for my family. I have four boys, all in their teenage years, so it can be a real challenge to spend quality time with each of them. Luckily, we share a love for rugby union and we’re all members of the East Rugby Club where we can enjoy each other’s company while the boys are on the field, and I’m refereeing.

There are games every weekend and trainings twice a week, so incorporating this into my schedule means I have dedicated time outside of work ensure I don’t neglect my relationships with my kids.

15. What do you enjoy doing in your free time?

The free time I do have left, I spend with my wife — without her the whole thing would fall to pieces. We’ve been married for 21 years now, and the secret to our success has been enjoying a weekly date night. This standing date night is usually on a Friday or Saturday evening, where we spend two, three hours without the kids, just chatting and we do this without fail.

About Commvault

Commvault is a worldwide leader in delivering data readiness, enabling customers to intelligently manage data with solutions that store, protect, optimize and use data. Commvault software automates mind-numbing IT tasks and makes data work harder for customers— so they can gain invaluable insights for their businesses. Commvault solutions work across cloud and on-premises environments, leveraging the digital tools and procedures already in use. Commvault software, solutions and services are available from the company and through a global ecosystem of trusted partners. Commvault employs more than 2,300 highly-skilled individuals across markets worldwide, is publicly traded on NASDAQ (CVLT), and is headquartered in Tinton Falls, New Jersey in the United States.

For more information visit https://www.commvault.com/

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Danya is an experienced Publishing and Software Sales and Marketing Leader with a successful track record in delivering growth within the accounting, corporate and legal markets.

Danya’s key focus is growing top line revenue in highly competitive industries by developing and driving best practice processes and sustainable business improvement. She applies a high end, consultative approach to the sales function.

1. What was your first sales role and in which industry?

I started my sales career in Retail working for Michael Hill Jeweller in New Zealand, a forward thinking company that invested heavily in sales training and KPI tracking.  The skills I developed in retail were transferrable into B2B selling and Sales Management, they certainly held me in good stead as I looked to advance in my sales and Sales Management career.

2. What was the first lesson you learnt on the job?

Never judge a book by it’s cover and never make assumptions!  Essentially be open minded and develop the ability to build rapport, trust and open a conversation skilfully.

3. How or why did you become a sales professional?

I took a gap year before University, as I had an interest in Gemology I looked for a sales role in retail jewellery.  I was a confident 17 year old with good communication and presentation skills and sales felt like a good fit, this proved to be true and I haven’t looked back.

4. How would you describe your approach to sales and what are the values that you live by?

My approach is very relationship oriented, it’s important to me to have a foundation of trust and to strive for solutions for clients, my ethos has always been one of honesty and integrity.

The ability to build rapport and trust and to leverage this into a well planned and executed discovery session is critical to building the foundation for a professional sales engagement.  In a competitive environment when product and price aren’t a key differentiator, a client will include people in their decision making ie is this person and the company they represent, someone I can trust and can see myself doing business with for a long time.

I view myself as lucky to work for an organisation whose corporate values align to mine, these values propel us to put the customer at the center of everything we do, honor our commitment to continuous improvement and innovation, aim high and deliver the right results, and most importantly: win as a team

5. In your view, what are the three most important factors that determine sales success?

Product, price and people.  Be the expert in your product, understand how to handle and present price and be the person your clients want to do business with

6. What did/do you love about sales?

In my 30 year sales career I have never been bored or complacent, I love the challenge and constantly changing landscape that I have to navigate, its exciting, challenging and sometimes confronting and has always kept me on my toes.

7. What did/do you dislike about sales?

My one frustration would be the lack of respect I see for choosing sales as a career, it is sometimes viewed as the ‘default’ career rather than the exciting and challenging career option that it is.

8. Tell us about your most memorable sale and why.

We talk about a lot about the requirement of tenacity and resilience in sales, my personal motto has always been ‘no just means no right now, it’s not no forever’.  My most memorable sale was applying this tenacity and resilience to land a client 14 years after my first contact with them – very satisfying

9. What is the best piece of advice a sales manager passed on to you when you were in sales?

Listen more than you talk and take very good notes!

10. What do you wish you had known when you first started out in sales that you know now?

That sales is more about listening than talking, we all subscribe to the old adage of the smooth talking salesman when in fact quite the opposite is where you will find success

11. What traits do you believe are critical for success in sales management and sales leadership?

The three C’s – Coaching, Consistency and Credit

12. What is the secret for sales leaders to get the best out of their teams?

Coach more than you manage and don’t fall into the trap of micro management, be consistent in all you do and your asks of your team to create a strong team foundation, you hire people for their skills which are hopefully better than yours so give them room to shine and give credit where its due.  Accountability is critical to build a winning mindset and trust underpins a winning culture.

13. How has your industry evolved in the last 10 years or so and what changes do you see coming in the next 10 years?

Our industry of Legal Publishing has seen enormous change of the past 20 years as we moved to digitise our content and embrace Cloud Platforms to improve Research Access.  Our Global and Regional growth has been driven by investment into software which has radically altered our company from traditional to forward looking and progressive.  It has been an exciting and challenging journey.

14. How do you balance life and work?

It’s important to me to strive for a work life balance, this balance for me means ensuring exercise and well being is factored into my days and ensuring I take time to appreciate my personal life by setting dedicated time aside where work doesn’t take priority.

15. What do you enjoy doing in your free time?

I’m a dedicated foodie and enjoy cooking and entertaining at home, I love getting out in nature whether it’s at the beach or hiking and one day soon I hope to be able to travel again.

About Wolters Kluwer

Wolters Kluwer is a global provider of professional information, software solutions, and services for clinicians, accountants, lawyers, and tax, finance, audit, risk, compliance, and regulatory sectors. They help professionals improve the way their organisations do business and solve complex problems in an ever-changing world.

Wolters Kluwer N.V. is an American Dutch company headquartered in Alphen aan den Rijn, Netherlands and Philadelphia, United States. Wolters Kluwer in its current form was founded in 1987 with a merger between Kluwer Publishers and Wolters Samsom.

Its over 183-year legacy and portfolio represent thousands of customers worldwide including 93% of the Fortune 500 companies.

For more information visit www.wolterskluwer.com.au

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Eight times, across different organisations in Primary & Secondary Care, Ghay has led teams who have won the coveted PRIME Awards’ “Sales Team of the Year”. He values coaching ahead of management, emphasises the importance of psychological safety in the workplace, and has a passion for sales mastery through expertise & knowledge in his teams’ DNA. Ghay holds a Bachelor of Science with Honours in Biochemistry.

1. What was your first sales role and in which industry?

In the pursuit of my career in pharmaceutical sales, I was told by recruiters that “you need a sales role” on your CV, so I went out and got one. I landed a commission-only role as a domestic and commercial security advisor. I had to pound the pavement to source my leads, win referrals and build networks. It was a brutal equation: no sales, no income – however, I learnt much.

2. What was the first lesson you learnt on the job? 

The importance of rapid rapport-building and creating a connection at the beginning of the sales call with your stakeholders. I found these were crucial when it came to the call close.

3. How or why did you become a sales professional? 

I completed a BSc Hons part-time whilst running my café. During those years, I did catering for pharmaceutical sales representatives, got interested in the industry and felt pharmaceutical sales was a good marriage between my commercial acumen and academic background. The rest is history as they say!

4. How would you describe your approach to sales and what are the values that you live by? 

I’ve always treated the sales call like a mental game of chess; sometimes it’s played out at speed and others over multiple sessions. Either way, you need the same fundamentals in place:

• Have a strategy.
• Put it into a plan.
• Execute 2-3 moves ahead of the play. And 
• Always be prepared to modify your plan, depending on how things play out.

Anyone that works with me knows that values are a core part of my cultural fabric: authenticity, a direct honesty, being present and respect for the individual are always at play for me.

5. In your view, what are the three most important factors that determine sales success? 

Top of my list will always be expertise & knowledge (know your product, know your competitors, and know your chosen sales area), a genuine curiosity and an authenticity that makes you relatable to your customer base.

6. What did/do you love about sales? 

I love the challenge that (ethical) ‘sales’ provides and for its ability to develop a livelihood for households.

7. What did/do you dislike about sales?

I have a genuine belief that an excellent salesperson can be a real asset to their customers. I never respond well to anyone who feels their positional power allows them to be dismissive or chooses to look down upon a salesperson because of their title.

8. Tell us about your most memorable sale and why. 

My very first sales call with my manager, Nic Persano, in attendance. It wasn’t because “I won a sale” per se, it was because my manager instilled belief in my ability. That interaction remains vivid twenty years on and influences my thinking on coaching.

9. What is the best piece of advice a sales manager passed on to you when you were in sales? 

“The one constant is change…and always use a pencil!” (Nic Persano…again!)

10. What do you wish you had known when you first started out in sales that you know now? 

Emphasise managing relationships – both internal & external.

11. What traits do you believe are critical for success in sales management and sales leadership? 

I’m incredibly passionate about both sales management and sales leadership; for the former, focus on being a great people coach first and management less and ABC: Always Be Connected (to your customers, to the market, to your managers and your field force).

12. What is the secret for sales leaders to get the best out of their teams? 

I subscribe to the ‘law of 3s’ in so much I do, but on this one, I’m going with “3 + 2”!:

• Have a clearly defined (sales) culture that cultivates the desired beliefs, behaviours and values; 
• Be relentless in nurturing a psychologically safe work-environment that encourages people to get out of their comfort zone;  
• Invest in diversity within your people fabric;
• Focus on strengths and a growth mindset; and
• Make trust a core part of your organisational DNA.

13. How has your industry evolved in the last 10 years or so and what changes do you see coming in the next 10 years? 

Specifically sales-related (as opposed to a broader & wholistic industry view), over the last ten years, pharmaceutical sales have seen a pronounced growth in multi-channel (digital) engagement and less emphasis on an absolute “share of voice” model where once upon a time big, loud salesforce numbers dominated. 

The next decade, I believe, will see a convergence of big-data analytics, AI and machine-learning that intersects (rather than compete) with the human-factor. The results: an even more empowered and superior version of today’s sales professional.

14. How do you balance life and work? 

For me, it’s three aspects:

• Always know you need a fulcrum along the work-life balance continuum.
• Know where your fulcrum is at all times. And,
• Have the wherewithal to slide that fulcrum up or down your continuum depending on both work and personal circumstances.

Rarely ever is it a ‘50:50’ balance for me.

15. What do you enjoy doing in your free time? 

Four key areas: the pursuit of quality coffee, I’m a weekend warrior in the kitchen, my love for the Richmond Football Club (AFL) and above all, just being Dad, Husband, Son, Sibling, Uncle & Friend to the people who are dearest to me!

About FarmaForce

FarmaForce is a contract sales organisation that plays in the Australian Healthcare Market. We build scalable and customised solutions that are on-demand for small to multinational organisations. We focus on rigorous training and dedicated performance coaching to create a force of sales representatives who are ‘best in class’. That’s why we’ve been recognised multiple times as PRIME Awards’ ‘Sales Team of the Year’ and were named ‘Best Health & Pharma Sales Organisation 2019’ by the Global Healthcare & Pharmaceutical Awards.

For more information visit https://farmaforce.com.au

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Christina is experienced in business development, sales channel management, sales coaching, transformation leadership to build a collaborative & high-performance culture.

Having led multiple sales teams around New Zealand across FMCG and B2B, she is well versed on the importance of team unity, ultimate customer satisfaction and a clear strategy to win.

1. What was your first sales role and in which industry?

I was as a ‘Sales & Service Assistant’ in the local Farmers store in the Women’s fashion department.

2. What was the first lesson you learnt on the job?

The importance of the customer experience, listening to customer needs and how a smile can go a long way.

3. How or why did you become a sales professional?

I did not set myself out to be a sales person in the beginning. It was a job out-of-school hours that allowed me some form of independence. It grew into something I recognised I was good at and enjoyed. I started out in B2C sales which led me into B2B sales and then sales manager. I did not think of it as a career until I decided to take on the responsibilities in sales leadership.

4. How would you describe your approach to sales and what are the values that you live by?

My sales approach is centered around relationship and rapport building as well as understanding alignments and opportunities to assist in solving a problem for customers. I thrive off being trustworthy, transparent and authentic. I also take this approach to the way I lead my salespeople.

5. In your view, what are the three most important factors that determine sales success?

• Building trust with customers
• Thoughtful listening
• Genuine problem solving of identified gaps/issues, leading to improved efficiencies/experiences for the customer (in B2B it is to make improvements for their staff and/or customers).

6. What did/do you love about sales?

In our current situation relating to COVID-19, I have loved seeing how our sales teams have been able to assist SME’s with their Business Continuity Plan by adapting to remote working and ensuring their staff are able to continue servicing the business and their customers.

7. What did/do you dislike about sales?

The one thing that I don’t like in the sales industry is the perception of sales and the archaic skills that make a good salesperson. This is a major bug-bear of mine! Throughout my sales career I have worked extra hard to prove that I am not of the ‘norm’ ie: out for myself, only there for the sale and hitting a number. These unfortunate traits have, understandably, created distrust towards those who have ‘sales’ in their job title. I lead a team where we pride ourselves on being customer-centric and accountable beyond the sale and are supportive of one-another.

8. Tell us about your most memorable sale and why.

My most memorable sale was a multi-site B2B sale. It was memorable for it was an opportunity that took concerted time and effort to build a trusting and respectful relationship. This was so we could deep-dive into understanding their requirements, to identify efficiencies that could be created as well as economical benefits and ease-of-use opportunities on the way their staff communicated between sites. It was a large technical solution and therefore, it was about collaborating with the experts in my business to bring the recommended solutions to life. The effort was worth it, for they are still a customer today, 7+ years on.

9. What is the best piece of advice a sales manager passed on to you when you were in sales?

‘Your uniqueness is your strength’.

10. What do you wish you had known when you first started out in sales that you know now?

To not limit myself, to know my worth and that I can do it just as well as anyone else! To always be learning and that you can stay true to yourself and still be successful.

11. What traits do you believe are critical for success in sales management and sales leadership?

Understand your salespeople’s drivers (exclude financial) and make sure you use this as a part of the PD discussions and create monthly/quarterly goals that align with their drivers.

Start with trust and some level of autonomy with your salespeople and let them know that you are doing this. Inform them of what it will take to lose trust, so they understand your expectations.

Appreciate their strengths and differences they bring to the table and how you can use them to help the rest of the team. I have diverse teams that bring an array of varied backgrounds, experience, approaches and passions.

Always be coaching! Never underestimate the importance of coaching your salespeople and allow them to coach one another, if you find they have a strength in a certain area.

Thought Leadership! Be open, transparent and vulnerable with your team. This has been key for me to build trust and respect from my sales teams. Always be open to receiving feedback. I am forever learning and refining my sales management & leadership skills.

Set clear expectations, along with team goals. Minimise moving the goal posts too often. Consistency is key to building momentum and a high-performing team.

Team culture is so incredibly important! Celebrate successes, learn from failures, keep each other accountable, take time to have a laugh, look after their health (this has been imperative to our success throughout the most recent months).

12. How has your industry evolved in the last 10 years or so and what changes do you see coming in the next 10 years?

I started my sales career in Vodafone NZ 10 years ago and so much has changed over the past decade. We started out as the disruptor and we were in a growth industry. We find ourselves now in a situation where we are the defender and having to revolutionise ourselves. The industry, as an entirety, is having to redefine the value we offer our customers. It is a significant opportunity and I am looking forward to seeing where we will be in 5 – 10 years time. We are having to transform and adapt, where digital infrastructure must be data-led focused. The need for relationship-based sales will be more imperative than ever before. Such skills as empathy, connection and collaboration will be key for sales success (as per a Harvard Business Review ‘Why Women Are the Future of B2B Sales’ published May 28, 2020 by Adris A. Zoltners, et al. The ‘7 Capabilities That Set High-Performing Salespeople Apart’ are: 1. Analysing 2. Connecting 3. Collaborating 4. Shaping Solutions 5. Influencing 6. Driving 7. Improving.)

13. How do you balance life and work? 

I am a believer in ‘If you are good at home, you are good at work’, I am even more of a believer in ‘if you are good at work, you are good at home’. I bring my all to what I do at work and I have to be very mindful of the emotional and mental toll that it can have on me, especially on a more challenging day. Therefore, I have found it important to have time to myself (currently by going out for a walk/run) and utilising my commute to and from work to clear my mind and ensure that I am showing up at home for my children and husband as they need me- as their mother and wife, respectively.

14. What do you enjoy doing in your free time?

I am blessed to live in a beautiful part of Aotearoa/New Zealand and so I enjoy taking the my children to the beach or for an adventure out in nature. I also enjoy the time we take to have play-time and to get down to their level. It is important for me to have quality time with my husband, whenever we are able to get some quiet time. For myself, I enjoy getting out for a decent walk/run and getting the blood pumping. I enjoy reading, especially personal and professional development books – forever learning! Over this period of uncertainty, it has been great to reconnect with friends and wider family (albeit virtually), it has been very fulfilling and one thing I am determined to continue.

About Vodafone New Zealand

Vodafone New Zealand is one of New Zealand’s leading digital services and connectivity companies, and they believe every New Zealander will thrive with access to the world’s best digital services. They offer more than 3 million connections to Consumer and Business customers, and their existing mobile network covers 98.5% of where Kiwis live, work and play. Vodafone New Zealand is owned by New Zealand-based Infratil and Canada-based Brookfield Asset Management.

The newly released Vodafone NZ Sustainable Business Report 2020 illustrate ways the digital services company is achieving better collective outcomes for its teams, customers and communities.

For more information visit https://www.vodafone.co.nz/.

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1. What was your first sales role and in which industry?

My first role in the aviation industry was in Field Service Engineering for (now) Collins Aerospace in Cedar Rapids, Iowa.  Field Service Engineers work directly with and often alongside customers to keep their technical operations running efficiently. This role gave me a unique window into the challenges my customers faced to succeed in their relentlessly competitive business.

I couldn’t have asked for a better “boot camp” for a career in Sales. After 8 years in Field Service, I was offered an opportunity to move into Sales. It was a scary career move at the time since my peers in the global sales team were predominantly seasoned veterans and icons in the industry.  I definitely thought I’d been thrown in the deep end, but it turned out to be a pivotal opportunity. My sales region (Oceania) included Qantas, Ansett, and Air New Zealand, all prominent airline accounts. I enjoyed the role for 7 years, built deeper customer relationships, achieved all my sales targets, and realized I wanted a career in Aviation Sales.

2. What was the first lesson you learnt on the job?

The first lesson in Sales was the same as in Field Service – to fully capture and understand the customer’s needs, priorities, and requirements. In my Sales role, this translated into shaping the commercial proposal to address their needs in a way that rose above their other options, along with delivering on what was promised.

3. How or why did you become a sales professional?

In those 7 years, I realized that I loved being in Sales and that it was a great fit for me. I’ve always been interested in commercial aviation, I’m passionate about working directly with customers, and I am quite honestly driven to win.  I’m grateful to have had the opportunity to build technical expertise and customer-facing experience before getting into Sales. I believe that a strong working product knowledge and professional social skills are fundamental for engaging customers with confidence.

I was fortunate that Collins Aerospace offered excellent ongoing Sales and Leadership training. When I was promoted to lead commercial sales for the Asia-Pacific region, that role included leading a regional sales team with airline customer accounts in China, India, ASEAN, and Japan.   This International Sales lead role taught me the importance of understanding and accounting for our customers’ unique cultures and business drivers in building strong and trusted relationships.  In addition to gaining expertise in cultivating enduring cross-culture customer relationships, success in this role meant getting a handle on the global workings of the aviation industry, whilst honing and deploying the collective strengths of my sales team.

4. How would you describe your approach to sales, and what are the values that you live by?

• Listen to and understand the customer – their needs, values, priorities, and challenges.
• Understand your product thoroughly and how your product fits with your customer’s needs, values, etc.
• Do your homework before engaging the customer. Time with the customer is precious and not to be wasted with questions you can answer through your own research.
• Be the first to say you don’t have an answer and take an action item instead of a guess.  Trust, honesty, and follow-through are all very important if you expect to have a long term relationship with your customer.  Give your customer credit for being able to spot transactional behavior, and don’t be that person.
• Know and have a healthy respect for your competitors. Assess your campaign from both the customer’s and competitors’ perspectives, and be prepared to adapt your approach if needed.

5. In your view, what are the three most important factors that determine sales success?

1. Persistence
2. A positive attitude
3. Respect for your competitor

6. What did/do you love about sales?

The win. Success breeds more success, and the final decision means that you have read the customer correctly and had the right strategy.  A profitable win and a satisfied customer provides the ultimate confirmation that you are good at what you do.

7. What did/do you dislike about sales?

The misconception that anyone in an organization can do it.  Skilled professionals make Sales look easy, which is misleading.  Consistent success in selling demands informed vetting and cultivation of opportunities, and preparation, strategy and disciplined execution throughout the selling cycle. Ironically, the impact on a company that undervalues sales skills and experience may result not only in lost campaigns but also in lost opportunities where they never get the chance to compete.

8. Tell us about your most memorable sale and why.

I will leave out the airline name for confidentiality reasons.  After 9/11 Asia-Pac experienced a boom in Low-Cost Carriers (LCC). This phenomenon was already well established in both the USA and Europe.  I looked across regions in our Sales team for insight into the differences between selling to an LCC vs. a full-service carrier and quickly found that we did not yet have a strong selling strategy for the LCC market.

Meanwhile, our team had a major and high management-visibility opportunity for 100 new aircraft.   I was very lucky at the time to have an excellent salesman to work with, and together, we came up with the winning strategy and successfully secured the business.  Our strategy became the template that our larger team successfully replicated in other LCC competitions. A significant win in a new market was memorable enough, but we also helped our other sales regions enter the LCC market space.

9. What is the best piece of advice a sales manager passed on to you when you were in sales?

This is a hard one because there were many. Perhaps the best was “trust your gut.” Luckily, my gut has gotten smarter with experience.

10. What do you wish you had known when you first started out in sales that you know now?

1. People’s emotions are a key driver in buying decisions, even in a B-B environment
2. Be open to new information and other viewpoints, and be prepared to adapt your selling strategy accordingly.
3. Locate your decision-maker as early as possible.

 11. What is the secret for sales leaders to get the best out of their teams?

Lead by example and foster a safe environment where Salespeople can grow and know that they have your support through good and bad times. Mentor, celebrate, and reward success.  Hire the right people, then trust and delegate, empowering people, and letting them take ownership of the outcome.  It’s in our nature to want to win. I have had many wins over the years, but it’s the odd losses I remember the best.

12. How has your industry evolved in the last 10 years or so and what changes do you see coming in the next 10 years?

A big change for airline customers and avionics manufacturers was the shift from Buyer Furnished Equipment (BFE) selected by the airlines to more Seller Furnished Equipment (SFE), which was selected by the airframers and rolled into the aircraft purchase.  This shift started with Airbus and was later adopted at Boeing.

Going forward at the moment, the aviation industry is in a battle for survival with COVID-19.  We are seeing the end of life for large aircraft such as the A380 and B747 that supported large international hub and spoke operations.  The rise of point-to-point 2 engine aircraft such as the B787 and A350 and smaller Business Jets are expected to dominate the next 10 years or more.   

13. How do you balance life and work?

Coming from International Sales, which called for frequent travel, I was fortunate to be able to work out of my home office when I wasn’t on the road. I do the same today, working when I’m the most productive (i.e., mornings), or aligning my work time with customers or clients.

14. What do you enjoy doing in your free time?

Building websites (www.flyingtin.com being the latest) and renovating houses has been a constant theme for my wife and me over the last 20 years.  I also have a 1969 classic E-Type OTC Jaguar I have been restoring since 2012 and I would like to find some time to complete it.

About Shantallow Partners:

With more than 30 years of sales and marketing experience globally, our primary focus is on creating and expanding new markets for small and medium Australian companies looking to export goods or services into competitive, fast-growing Asian economies. We are exceptionally skilled at developing innovative, successful strategies that incorporate the needs of the market and the commercial objectives of our clients. We maintain an extensive network of close business connections across Asia-Pacific. Our key competencies include expertise in developing cross-cultural business relationships, market positioning strategies, and customer empathy.

For more information visit www.shantallow.com or connect with Bruce on LinkedIn.

The post Leadership Q&A – Bruce Laird appeared first on Head Of Sales.

Meri is a seasoned sales leader with more than 15 years in the software tech sector working in Europe, North America and Australia. Her passion lies in helping B2B businesses transform the way they go to market, focusing on creating high performing sales organisations built around strategic alliance ecosystems. Meri has a bachelors degree in marketing and consults with companies wanting to become successful by leveraging digital experience and marketing technologies.

What was your first sales role and in which industry?

I worked in retail during my uni years. I sold women’s high-end shoes and later men’s made-to-measure shoes. Ask me more about shoes!

My first b2b sales role was in the finance and insurance field after graduating.

What was the first lesson you learnt on the job?

Everyone has a story. Everyone deserves kindness. I think I use this as a reminder and a motto of sorts to these days. 

In retail, I saw the cross-section of society, much more than what I had been exposed to prior. To meet sales targets, I found it more effective to have compassion rather than judgement, and I found it fascinating how it was not possible to judge a customer’s intentions or ability to buy based on their appearance or behaviour.

My then-colleagues would laugh and say that some people just want their pair of designer shoes so badly that they forget how to communicate effectively. After all, whatever the question, a pair of shoes can always be the answer!

How or why did you become a sales professional?

When I was in high school or maybe uni, they used to do these tests which were called compatibility tests. I think they were a combination of IQ test and personality test, not unlike all the personality tests you can do for fun online these days.

I did one of these tests, and my results showed that potentially suitable professions for me would be a politician, a journalist, or a role in sales. I was studying political science, I had worked as a journalist, so I thought,  “why not try sales?”.

The story is told tongue in cheek, but I think there is some truth to it. To be successful in any of these occupations it is important to communicate effectively, negotiate well and influence people. The key to a long term success is maintaining a high level of personal integrity and standing by one’s words. Certainly, a large part of the sense of accomplishment in my work comes from these three elements: it’s wonderful to feel understood, to come to a win-win-win agreement and influence the outcomes of the customer.

How would you describe your approach to sales and what are the values that you live by?

Great question about values. I use the concept of values as a framework, starting from the principles, then assessing my value alignment. I use this method to define my goals and further on, actions to reach these goals, including career goals.

I find that having clarity about values guides me in decision making and living a purposeful life. I encourage businesses I work with to invest in working through an exercise to define their values and creating a value statement and mission. I believe it’s a very powerful tool helping each employee find their purpose in the role they do.

Simply put, my experience has taught me that having mutual, clearly defined and communicated goals help to reach sales targets and even to alleviate the constant stress we live under. I repeat the goals often, both in strategy as well as operational meetings. This can be something very simple such as “we’re in the software business, and our goal is to help our partners and customers become successful with our software”. 

What are the values I live by?

I strive for excellence. I believe that when I set the goal high and build plans to achieve it, I am guiding my behaviour and giving myself a chance to succeed.

Integrity for me means trustworthiness, professionalism and accountability at all times. An example of this would be a tendency to identifying and solving difficult situations before they become chronic pains.

Mastery – nothing beats innovating a brilliant framework or solution which helps everyone become more productive and efficient. And I just love learning.

In your view, what are the three most important factors that determine sales success?

Sales success is the right combination of strategy and tactics.

Let me continue from the values category first. A factor that Amazon’s Jeff Bezos has drawn attention to is resourcefulness. I like to combine this with a good dose of resilience. A lot of the time sales is inventing something out of nothing while pushing uphill in a strong headwind. The engineers don’t have an answer, the laptop crashes at a critical moment, your champion leaves for a better job. It’s good to know when to stop, but it’s not at the first “no”.

Develop your weaknesses. A “natural” sales talent will sooner or later be beaten by a hardworking individual who has less talent but more determination. Get some formal training, follow the process as it’s there for a reason, focus on what works.

The third one, my favourite: learn early on the skill of active listening. Our brain has evolved to fill in the gaps and create meaning where there is none. Teach yourself to break free of these mental shortcuts and master the skill of active listening. Make sure you fully understand what is being said, as opposed to recognising familiar terminology and spending the time another person is talking to think what you are going to say next, or worse, reading emails. In complex sales situations with multiple stakeholder missing a cue could be critical to sales success. This is an advanced skill to master, so make sure you practise lots.

What do you love about sales?

How much time do you have? Sales is a great profession with almost unlimited opportunities for self-improvement. It offers great fulfilment and purpose, and I get to work with really smart subject matter experts, exciting client projects, and get to influence and improve the lives of many. It’s easy to be ok, with practice one can get better, but it’s hard to become excellent, and it’s the challenge which gives the reward.

What do you dislike about sales?

In some businesses, sales are sometimes treated as an afterthought. Particularly in technology companies, the business is often run by a homogenous group of technical people. When working with founders, I often consult the framework from the Business Model Canvas (https://www.strategyzer.com/) to illustrate how sales is an integral part of almost every aspect of the business. From external elements; customers and channels; though value proposition and internal elements; key activities and resources, sales plays a part in all these segments.

For sales to be efficient, it needs a chair at the table.

Tell us about your most memorable sale and why.

Don’t make me pick one!

There are several occasions when I’ve managed to turn a huge potential loss to a big win or disgruntled customer to a devout advocate. I think these are often situations when I’ve felt most accomplished.

I can remember some of the early experiences from the insurance and finance when a customer was thoroughly disappointed with a claim that was refused for them, and the situation was jeopardizing a large enterprise deal. First, I gave them space to voice their frustration, while listening for potential opportunities to create a better cover for them. It was clear to me that the customer needed a complete risk management solution. I outlined this in the meeting, emphasising the things that mattered most to my client: health and wellbeing of the family members. In the end, they were so happy that I got a selection of wines for Christmas every year after that.

What is the best piece of advice a sales manager passed on to you when you were in sales?

This question reminds me of a famous quote from Buddha:

“If you propose to speak, always ask yourself, is it true, is it necessary, is it kind.”

I consider my best managers more as mentors or coaches who’ve played an important part in my career. I believe critique and feedback are part of teamwork and absolutely necessary in the workplace. ,To give and receive feedback, the setting must be mutually approved for the feedback to be effective. I believe that when we talk about great culture, being results and feedback driven is very important to include in this conversation.

What do you wish you had known when you first started out in sales that you know now?

A lot has been written about the imposter syndrome, and today, when I hear the word “should” – I should be better, different, further along, it reminds me of my journey. These are signs of perfectionism and extremely high, sometimes unrealistic, expectations I have suffered from.

My background in competitive sports and surrounding myself with high achieving people can create an illusion that life is on a forever upward curve. This expectation can be taxing on mental and physical health, and without a reasonable balance rarely is sustainable. In some ways, perfectionism is a fear of failure. With practice, I’ve learned to notice the thought about not being good enough. Now I can remind myself: where I am right now, is where I am supposed to be.

Even Wonderwoman can’t be Wonderwoman all the time, sometimes she’s a diplomat.

What traits do you believe are critical for success in sales management and sales

leadership?

I remember reading Daniel H. Pink’s book Drive – The surprising truth about what motivates us years ago. It was a lightbulb moment for me. Suddenly I had the words to describe what had felt so backwards in the business world. My experience was like the management was still operating like we were all working in a factory. This approach doesn’t work for modern leadership with knowledge workers, and I asked myself why aren’t more companies run following Pink’s principles?

For me, the measure of success for sales leadership is how well it can help members of the team succeed. Building blocks of culture which supports motivation and therefore success are autonomy, mastery, and purpose. 

To achieve this, the leader’s role is to create the right environment, where there is support from the organisation, where any barriers to sell are removed. This requires them to be good negotiators and communicators, they must be able to ask for help. 

Selling is teamwork, and teamwork doesn’t mean that we sit in meetings all day. It means that everyone understands their part in the puzzle and the value they bring, has a clear definition of their role and is supported by the wider team. Self-awareness and intelligence of the leader will help, with a good balance between motivation and ability to let go, as they can’t do all themselves.

What is the secret for sales leaders to get the best out of their teams?

Sales leadership is tough. Salespeople are like highly-strung racehorses, the high achievers, who score high when they score, but they can also be high maintenance, easily distracted from their goals and in high demand.

More important than getting the best out of their teams I like to draw attention to good practices around growing talent in house. This will create a culture of continuous development. Employers often talk about the problem around talent retention, just to miss the fact that the other side of the coin has “no career progression” written on it. 

At the same time, I’d like to quote Tom Goodwin (https://tomgoodw.in/) who is an excellent provocateur in the area of leadership. “Would be amazing if [2020] could be the death of management and the birth of leadership. The start of rewards and value by output and effectiveness, not effort, risk avoidance and presenteeism.”

How has your industry evolved in the last 10 years or so and what changes do you see coming in the next 10 years?

While many details of b2b selling have changed in the last decade or two, some of the most important concepts are the dramatic change in the customer journey. Namely all the tools buyers are used to, such as social media, empowering the buyer in a new way.

This paradigm shift changes the role and skills required of the salesperson, as most entry-level sales functions are replaced by Google and corporate marketing empowered by technology and automation.

I believe that the winners in the 3rd decade of this millennium are the ones who can excel in two areas: they effectively grow and retain talent. I think there is a huge, missed opportunity in bringing more diversity into sales. Hire people from all different backgrounds, because your clients come from all backgrounds too.

Secondly, organisations will be able to make a bigger impact if they focus on creating strategic partnerships or strategic ecosystems. Together, you will have a better understanding of the customer and their business challenges, and you can more effectively offer a full solution. We are in the business of problem-solving after all.

How do you balance life and work?

I have developed some tactics which work well for me and my routine, productivity and wellbeing. For example, I have clear boundaries, so when I work, I work. I try to set realistic expectations of myself and accept if things don’t go into the plan.

Now and then during the workday, I’ll take a break to have a moment for myself and reset, and this could be a coffee break, a short mindfulness exercise or even a physical exercise. Meditation is a daily practice for me now, but we had a rough path for a long time. I am happy that I persisted as I am starting to see the benefits.

What do you enjoy doing in your free time?

In my free time, the screens get turned off and it’s time for play. For more chill times, I love reading and listening to music, spending time with family and friends. Weekends and holidays, I enjoy in one of the many extreme sports I love: mountaineering in New Zealand Southern Alps, climbing rock or ice or racing motorcycles. My discipline is road racing, in which I won my category in my rookie season and continue to compete on the national level.

About Progress

Progress (NASDAQ: PRGS) offers the leading platform for developing and deploying strategic business applications. We enable customers and partners to deliver modern, high-impact digital experiences with a fraction of the effort, time and cost. Progress offers powerful tools for easily building adaptive user experiences across any type of device or touchpoint, the flexibility of a cloud-native app dev platform to deliver modern apps, leading data connectivity technology, web content management, business rules, secure file transfer, network monitoring, plus award-winning machine learning that enables cognitive capabilities to be a part of any application.

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