As a leader, what role do you take in your own leadership development? If 2020 taught us anything, it was the importance of seeing the big picture without losing sight of the small details. This requires a tremendous skill in balancing priorities, energy, and focus. And while most great leaders can take pride in their ability to multi-task under stress, this year has really tested their abilities.
The big mistake repeated far too often by sellers throughout the global pandemic—and in any period of abrupt change—is believing that if you wait long enough and keep on working the way you always have, things will eventually get back to normal. That belief is a career killer now…
Work to cultivate greater feelings of kindness. Think of times when you felt a strong connection with someone—a meaningful conversation; a shared success or loss—and journal about the experience. This exercise will reinforce your sense of connection, and satisfy that human need to belong.
I don’t need to tell you that the 2020 global pandemic was a watershed year for change. But, what gets overlooked far too often is that the conditions for change—especially in sales—were apparent for years. Selling was ripe for disruption because, as the marketplace changed, the behaviours and assumptions of sellers did not.
According to a September 2020 report by McKinsey, “Because of the connection between happiness at work and overall life satisfaction, improving employee happiness could make a material difference to the world’s 2.1 billion workers. It could also boost profitability and enhance organizational health.”
No matter where you find yourself on the uncertainty spectrum, your sales team needs a pathway to success. They get there by having reliable sales targets. Even when it’s hard to tell where things might be going, you owe it to yourself and to them to have a solid plan!
As a leader, what is your strategy to strengthen your workplace teams? The way we live and work has changed tremendously over the past nine months. In many organizations, this shift occurred in a matter of weeks, if not days. As leaders offered greater flexibility, employees quickly adapted to new demands and learned and improved their skills.
In the sell-to market of the past, salespeople constructed their pipeline around the assumption that the seller was always in control of the sale at every step. They were the ones targeting the prospect, defining the decision-making steps, and controlling how and when each deal would close. However, in a buy-from market, the customer is in charge of all that now….