Management Strategy

In this episode, we sit down with Phil Johnson, the founder of the Master of Business Leadership program, to discuss the importance of emotional intelligence (EQ) and how influential it is to drive revenue, productivity, and profitability.

Mike Montague interviews Matt Munson on How to Succeed at Doing a Pre-Mortem. Matt is the CEO of Sanity Labs.

Create and circulate a documented playbook of best practices for anything and everything that occurs on an ongoing basis.

Whether you are a sales leader responsible for an entire team’s performance or a single salesperson looking to hit your income target, Sandler’s KARE tool is a simple, powerful resource well worth spending some time with in Q4.

You probably don’t need me to tell you that 2020 has been a year like no other. Let’s be honest: there were (and are) no playbooks for magically reversing what’s happened in the marketplace during this historically tumultuous period.

Most business leaders have grown accustomed to the comforting concept of “normal” market conditions.

Many of the sales leaders I talk to these days tell me that they are struggling with the issue of keeping the team(s) focused. Of course, this problem, which extends across all industries, comes at a time when many of us are directly or indirectly confronting issues related to the global pandemic, to financial pressures on both the personal and organizational scales, and to questions of social unrest. It's not all that surprising that sales teams are distracted. Everyone is distracted. The question is, what do leaders do about it when that distraction reaches the point where it affects revenue generation?

By using the Transactional Analysis model, we’re more likely to have better outcomes from challenging conversations, particularly in challenging times.

You are the executive, the leader of your organization. Executives make decisions all day, every day. The decisions you make affect everyone and everything in your organization.

It’s the start of a new year, with new goals, new challenges, and new opportunities. Each sales team is unique … but every team leader in every industry is, we believe, likely to be interested in the answer to a critical question about the year 2020: What can we do to improve closing ratios and margins this year? Here are three proven strategies to consider from the Sandler leadership playbook.

Rule #25: Don't let sales people leave training in the classroom. Use a collaborative, equal partnership inside and outside the training room. Here's the bottom line for sales leaders. You may have other people doing training for your organization and training your people. But, ultimately, you are still responsible for your team.

Rule number 22. Hey, people don't argue with their own data. Use self-discovery to break through performance barriers. I learned this a long time ago. People remember 20% of what they see, 30% of what they hear, but 90% of what they say and do.

The How to Succeed Podcast is a public and free podcast from Sandler Training, the worldwide leader in sales, management, and customer service training for individuals all the way up to Fortune 500 companies with over 250 locations around the globe.

Bill Bartlett, a Sandler trainer and author of the best-selling Sandler book, The Sales Coach's Playbook, talks about his best practices for coaching your team through an organizational change. Bill shares his attitudes, behaviors, and techniques for coaching in this special episode.

Rule #19: Train Your Team. Make sure they get the skills necessary to do the job. Listen leaders, training is one of the four hats of leadership. You're going to spend anywhere from 20 to 30% of your time in your training function. Now, do I train less or more if I have experienced people? Of course, that's why you have a 20 to 30% swing. The more experienced people that you have, maybe the less that you have to train in some of the basic stuff.

Rule #16: Follow the four Goldie Locks steps. Use middle ground management as your strategy. We have two different types of managers if we go to extremes. We've got those who are detail oriented, and they're looking over your shoulders, and they're micro-managers. Micro-managers create an environment where people are afraid to act on their own, where they're afraid to take that next step. That's not a good place to live.