When I was running ion interactive, I excused my personal inconsistent content production by maintaining that it was less important that managing the company. Perhaps that was true. But, perhaps it wasn’t.
I am a believer that SDRs have the most difficult job on the sales team—trying to break through to busy buyers to get that first “yes”, drawing them into qualifying questions and gaining commitment on the next steps. This stuff isn’t easy. As a sales leader, you have to head ruts off at the pass.
I have lots of ways I like to approach planning and goal setting, depending upon the team, the situation, the company culture and the goals. Planning is contextual—I am equally down for a formal, rigorous, highly detailed plan, or something scribbled out on the back of a napkin. Each has their merits and their place. If you are a leader who eschews planning, but knows you need to do it anyway, here is a simple framework.
Many times in the early days of running our first company, I lost my temper with an employee. I criticized and I complained. If things weren’t done exactly as I wanted them or if someone had not lived up to my impossibly high expectations, I was pretty vocal in my displeasure. I didn’t go on rampages, and I didn’t scream at the top of my lungs. But I would be too candid, too firm, too upset, too frank, too unpleasant about whatever the disappointment was.Here’s how I learned to contain my emotions at work.
As a sales leader, can you or should you, expect your sales reps to be ‘always on’?YES. Within reason. That’s the job of a sales person, and we shouldn’t be afraid to expect that of our reps.
I was a very late adopter to adopting a work from home culture in my last company. Here’s how I came around, and a few guidelines that worked well for us as we fully embraced a remote workforce.
I’ve given feedback that landed perfectly and was received well. But I’ve also botched the delivery more times than I care to think about.
Feedback is important. How it’s delivered, how it’s received, how it’s acted on and how it’s followed up on all matters. It’s a key skill of a great leader.There are three questions I ask myself that help me get it right.
Is it true? Is it necessary? Is it kind? A manager’s framework for providing feedback the right way.
The first time I heard about Glassdoor was at one of our company happy hours, probably in 2012. Our Boston team was in town, and we took the entire company, then about 40-ish people in total, out for a private happy hour at a local bar. Looking back, this moment marked a loss of innocence for me.