Interview with Keith Rosen 5 Ways Sales Managers Can Add Value to Your Team
In the book Keith answers the questions the managers ask him.
1. How do I develop a trusting team?
2. How do I develop a team that's fully transparent?
3. How do ensure that my people know my intentions are in their best interests
4. how do I maintain my patience?
5. What's a framework I can use?
6. How do I hit the reset button with some of the relationships I have?
7. It failed before how do I stop it from failing again?
8. How do I build accountability with my team?
9. How do I turn around under performers?
10. How do I sustain my top performers?
This book is written from a global point of view, it's not focused on a US voice.
We chatted about how to define top performers. Should you only focus on numbers? Or should you think about attitude? If they're causing a cancerous atmosphere in the group? If so, are they really a top performer?
We also talked about the right way to coach a salesperson in your team who is a lot better than you ever were at that stage. It's similar to how athletics coaches provide value to the top athletes in the world.
So often we talk to candidates and their reason for wanting to leave is that they don't feel like their managers are adding any value to them - we talk about ways to prevent this and how you can add value to an already top performer.
A few sales leaders have come to us and have said that they don't feel like they're skilled enough to uncover the needs of their salespeople and get people enrolled. We chat about ways to ask the questions that can uncover needs and how to gauge conversations to identify issues that need solving.
To achieve success you fundamentally need to have a desire to change and to want to change.
We also talk about how to change you language to successfully enrol your sales team.
We've been critically of some of the language Keith uses to enrol, we thought it was a bit self-depricating and it wouldn't work in the UK market. We thought there was a cultural mismatch between the way sales leaders in the UK and sales leaders in the US - we addressed this with Keith.
We go into more detail about our favourite phrase of the book 'you can't scale dependancy'
We also learn why some of Keith's case studies and scripts are so long!
This book is meant for people to translate the content for their own personal needs and to use the scripts and the advice but then redeliver it in a way that they can add their own voice. It's like going to a gym, all the equipment is there for you to use, how you choose to use it is up to you.
We chatted about people who struggle to enrol because they don't have a trusting relationship 1. don't walk in with an assumption 2. use framework on how to reset relationships - reset your intention. If you sense an erosion of control on your team, maybe it's best to reset. Be authentic, be transparent and admit that you didn't get it right the first time and move forward in your relationship.
If you change the language you're using, you can change the outcome. A lot of reasons why coaching doesn't work out the way you'd hoped is because assumptions are being made.
How do you hold people accountable for actually achieving actions and results that you discussed with them? Well, if you're a manager and you're asking yourself 'how do I hold this salesperson accountable?' you're asking the wrong question - ask the salesperson!
Even if you're hitting your number every month, is everyone doing the same? Keith offers some really great insight into why coaching is needed, even at a level where salespeople are earning over £100k basic. Furthermore, good results does not mean a good culture
We've met a lot of salespeople and Keith really seems like one himself - (that's a compliment) - but we could tell from chatting to him that he really cares about being a coach as well.
If you're a sales leader, we couldn't recommend enough that you go out and buy this book. It's full of stuff that you can open up and use tomorrow.
1. How do I develop a trusting team?
2. How do I develop a team that's fully transparent?
3. How do ensure that my people know my intentions are in their best interests
4. how do I maintain my patience?
5. What's a framework I can use?
6. How do I hit the reset button with some of the relationships I have?
7. It failed before how do I stop it from failing again?
8. How do I build accountability with my team?
9. How do I turn around under performers?
10. How do I sustain my top performers?
This book is written from a global point of view, it's not focused on a US voice.
We chatted about how to define top performers. Should you only focus on numbers? Or should you think about attitude? If they're causing a cancerous atmosphere in the group? If so, are they really a top performer?
We also talked about the right way to coach a salesperson in your team who is a lot better than you ever were at that stage. It's similar to how athletics coaches provide value to the top athletes in the world.
So often we talk to candidates and their reason for wanting to leave is that they don't feel like their managers are adding any value to them - we talk about ways to prevent this and how you can add value to an already top performer.
A few sales leaders have come to us and have said that they don't feel like they're skilled enough to uncover the needs of their salespeople and get people enrolled. We chat about ways to ask the questions that can uncover needs and how to gauge conversations to identify issues that need solving.
To achieve success you fundamentally need to have a desire to change and to want to change.
We also talk about how to change you language to successfully enrol your sales team.
We've been critically of some of the language Keith uses to enrol, we thought it was a bit self-depricating and it wouldn't work in the UK market. We thought there was a cultural mismatch between the way sales leaders in the UK and sales leaders in the US - we addressed this with Keith.
We go into more detail about our favourite phrase of the book 'you can't scale dependancy'
We also learn why some of Keith's case studies and scripts are so long!
This book is meant for people to translate the content for their own personal needs and to use the scripts and the advice but then redeliver it in a way that they can add their own voice. It's like going to a gym, all the equipment is there for you to use, how you choose to use it is up to you.
We chatted about people who struggle to enrol because they don't have a trusting relationship 1. don't walk in with an assumption 2. use framework on how to reset relationships - reset your intention. If you sense an erosion of control on your team, maybe it's best to reset. Be authentic, be transparent and admit that you didn't get it right the first time and move forward in your relationship.
If you change the language you're using, you can change the outcome. A lot of reasons why coaching doesn't work out the way you'd hoped is because assumptions are being made.
How do you hold people accountable for actually achieving actions and results that you discussed with them? Well, if you're a manager and you're asking yourself 'how do I hold this salesperson accountable?' you're asking the wrong question - ask the salesperson!
Even if you're hitting your number every month, is everyone doing the same? Keith offers some really great insight into why coaching is needed, even at a level where salespeople are earning over £100k basic. Furthermore, good results does not mean a good culture
We've met a lot of salespeople and Keith really seems like one himself - (that's a compliment) - but we could tell from chatting to him that he really cares about being a coach as well.
If you're a sales leader, we couldn't recommend enough that you go out and buy this book. It's full of stuff that you can open up and use tomorrow.
Activity